Ethics webinar series
Watch our webinar series exploring ethical practice at work
Watch our webinar series exploring ethical practice at work
This series of webinars explores specific areas of ethical practice at work. Ranging from encouraging employee's to 'speak-up', to the concept of organisational 'fairness', these three webinars facilitated discussion and outlined latest advice and guidance.
Hear about the ethical aspects of employee voice facilities in the workplace, and work through a checklist for organisations on using speak-up facilities.
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so good afternoon this is Tina here from the CIPD and this is a rerecord of a webinar that
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took place on the 11th of March we re recording because we encountered some
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technical difficulties with the record from that session so for those of you
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that are watching this rather than just listening please remember that it means that during this record the poll and the
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chat functions are not available I'll also be referring to a survey that
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was given to the participants of the last webinar and making reference to that during presentation today
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so I'll be managing our time during this webinar and I'll shortly introduce you to my other guest speaker you will see
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that there's an email address at the end we'd love to hear from you and anything that we've spoken about today of any
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interest in ethics whistleblowing and speak up so getting us started I'll
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introduce our next speaker so John Cunningham um who I will say
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hello shortly he's a Business Development Director at protect so John
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has spent ten years working at John balance in a variety of management and business development roles and joined
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protect in 2012 as business development director John
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has responsibility for protects work with organizations lacking them to improve their own whistleblowing
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arrangements so John's going to be a fantastic contributor to our discussion today on whistleblowing gun speak up you
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don't say hello John everybody good to be here and I'm Tina Russell so I work
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at the copd and the Professional Conduct an ethics lead I've been working in the professional body field for 16 years now
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prior to that had a career in financial services and at the crpd
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I've managed the chartered up grading process in membership CPD and also
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developed and implemented our academic membership route which now has over 450
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members and for the last few years been leading work on our code of conduct
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and on ethics so in today's webinar these are what
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we're going to be covering so we're going to be going through speaker parents or other organizations the
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benefit to speak up facilities getting it wrong and getting it right and
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looking at the ethical aspects and dilemmas to do speak up on whistleblowing talking through
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successful implementation and a checklist and then covering questions that came up from the original webinar
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so the focus today is on the ethical aspects of dilemmas around speaker from
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whistleblowing so last year the copd launched this report what an apples bug
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barrels and sticky situations and it's a review of academic literature that
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examines unethical workplace behavior and looks at what influences ethical
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behavior work findings include own things such as rotten apples so the
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individual characteristics of how people behave and such as aspects of their
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personality or mood and how that can affect our ethical practice on an
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organization level so the bad barrels it looked at organization culture and
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climate and that they can influence on ethical behavior and so for example
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putting profit above safety and finally in sticky situations the aspects of jobs
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can impact ethical behavior so for example time pressure and isolated
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decision-making so the report highlights what can be done in the workplace to manage an
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ethical behavior and address the risks so on an individual level that could be
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that we're frustrated employees may be more likely to act unethically or
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fortunately how and there is a need to role model positive management practices
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and moral leadership to really address counterproductive work behavior on an
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organization level how to establish an ethical climate so looking at things
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like accountability through checks and balances of decision-making and really
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honing in on isolated decision-making and on the situation level looking at
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job design to redress those areas of high pressure and time pressure and to
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support this report the COPD launched last year the ethics at work an
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employer's guide now this guide calls on the nine action areas from the report
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and includes examples and case studies it highlights red flags gives tips on
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what you can do to address those areas so that includes some checklists
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flowchart for example on how to develop an embed a code of ethics and the topics
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covered in this guide a climate code of ethics fairness personality and mood job
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design targets on the ward speak up which we're covering today
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accountability and communication the guide also has a list of further
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resources for those that are interested in developing more on ethics so as we
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said today we're focusing on the topic from this guide speak up and at the CI
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PD as with other professional bodies we have a set of standards that feed our
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membership criteria and their qualifications and our standards are known as the new profession map and this
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was launched in 2018 and as with other profession the map includes ethical behavior but
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there are lots of other areas within the standards based on the knowledge requirements and on the behavior
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requirements where ethical aspects Accords of the fall so for example
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looking at how we have an expectation that unethical behavior is called out
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and that colleagues are challenged but how to do that in a positive and constructive way and an influential way
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and to support these standards not just with the membership and the
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qualifications as here patty has a suite of courses for members there are free courses and that can be accessed online
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and and they cover all of the areas in the map and I'd particularly point
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people towards professional courage and influence because that's a key area of
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our standards as well as the ethical practice behavior and even in working in
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inclusively that section actually has an inclusion on things about addressing
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people's and getting the range of diverse views and perspectives and how
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we expect our members and professionals to be open to getting that feedback and
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speak up is a great way to enable employee voice what the guide picked up
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on is that unethical behavior can cause absent either tardiness rule-breaking
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disengagement defensiveness it can increase attrition and it can cause
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withholding information so it's really those matters and those areas that are
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very important to people managers and the people profession white such an importance to the CIPD
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this model here is borrowed from the Frances and Murphy Bock global business
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ethics which is referenced at the end of these slides and it's a useful model to
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provoke some discussion in organizations in locking up where do we see ourselves on this ethical scale so it's the ridin
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back and mob in 1991 model and you'll see that at the top you have number five
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ethical organizations so that could be for example TOMS shoes and they're an
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organization for every one pair of shoes that are sold they give away another
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pair of shoes to areas that are impoverished and have so far given away
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35 million shoes so that's at level five and then you get to level one a moral
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organizations so that could be for example organizations that are coercing
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people into new terms and conditions and not following a caste guidelines or organizations that use bribes to procure
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business and what we suggest is that it's possible for an organization to use
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this model to identify where it probably sits and to aspire to obviously progress
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some may never shift and there are organizations that are constantly
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referred to in the media so and there are some examples of for example at
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number two the legalistic so this is where you focus on compliance with the
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law now that may well be that for example and in paying tax you follow the
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requirements and you follow according to the law but not the spirit of the law and and use that to perhaps not take an
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ethical position and another example that's widely quoted is the Ford Pinto
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so that was a vehicle that Ford and actually the car met compliance
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standards but it was prone to exploding and unfortunately some people had died
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from that situation so I mentioned at the beginning that we
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issued a survey to people who participated in the webinar we had over a hundred participants in our webinar
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which was fantastic and this question asks which department has responsibility
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for speak up arrangements in your organization so you will see here that at 50 percent the outright winner is HR
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coming in second or glad to see that it's at least second was the ethics
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department and then after that you have strategy and the senior leadership team
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or board and other at you know in a joint place at number three and so John
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I don't know if you wanted to say anything Khan on this but just add that you know for from our perspective in
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terms of speak up and whistleblowing facilities where HR have that
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responsibility may actually contribute to people's confusion on what matters
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should actually be reported through these facilities because they're not intended to be for example an equivalent
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of a grievance process and in fact when you actually investigate reports that
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have been made it may well be that there's a need for some disciplinary action which is where you know that the
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HR department would step in so there's some real merit in actually separating this on the HR function I agree with
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that see nothing it's it's interesting to see the clear winner they're actually in HR with our client base our business
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client base we'd probably see some of the other areas a little bit higher than
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they are they're including internal audit for example that might be more specifically about whistleblowing rather
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than wider speak up but I think you make some good points about HR there as well
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so we see legal and actually the key thing is you know often one department will have day-to-day responsibilities
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but in fact you know a lot of these departments will have some involvement and it's in all of those departments
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interest to be up to speed with with what the current arrangements are indeed indeed
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thank you so over to you John okay thanks Tina oh really good to be here
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I'm talking about how was the Boeing it's in the wider speak of an ethics
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scene so just to introduce who we are and what we do so there's a single-issue
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charity set up back in 1983 and we focused purely on on whistleblowing and
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we did it in three key ways we support individuals through a confidential
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advice line and that's really at the heart of what we do and why our founder sets us up although all those years ago
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and with that advice line the calls are under legal privilege so the information
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doesn't go anywhere without the express consent of the caller and what we're trying to do is is understand what the
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risk and the wrongdoing is and give tailored advice on the individual situation to empower them to make an
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informed decision what they want to do next so it's an advice line not a reporting line and our key our key focuses is
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helping that person get that concern raised effectively so it can be acted on with the right race to the right person
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but also in a way that's safe to do so for for the caller the other way we
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support wider society is working with organizations on their whistleblowing
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arrangements and we do that to do training so straining senior managers training line managers training staff in
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what whistleblowing is and also providing consultancy services and really helping organizations embed and
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improve their arrangements and in the third area of the charity is our policy
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work and that's campaigning for improved legislation so trying to improve the
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Public Interest Disclosure Act which is two whistleblowing legislation and also responding to individual sector
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consultations around whistleblowing thank you to the next slide please - I
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think that's really important so what what do we mean by whistleblowing so this is our definition different
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people do have slightly different definitions but you can see there it's a worker raising a concern about
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wrongdoing risk or malpractice that affect others with somebody in authority and there's a few key phrases there so
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what's it about workers it's not about members of the public raising concerns it's not about service
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users those people obviously have some serious concerns and it's important to
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raise them but there are more appropriate channels for those workers are inside the organization that the
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eyes and the ears of the organization and they'll come across wrongdoing but also risk their risk is a key word it
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doesn't have to be wrongdoing this occurring it can be a risk of wrongdoing and it's important for organizations to
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encourage their workers to to raise those concerns that they can be acted on
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ok great so another question that we asked in the survey before the webinar was what
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channels are offered in your organization and you'll see a range of channels there which is not intended to
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be an exhaustive list so number one in terms of responses here was an email
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address at 57% of the responses and then next to that was a staff survey tool and
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so that was considered a way that employees can speak up and then we next
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had direct - and the direct - to line managers or areas of concern and then
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after that was a telephone line so that's and that's quite lower in the ranking from this survey and then after
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that was staff representatives so having designated individuals in an
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organization to whom people can raise concerns and then lastly at 7 percent
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was having an app for speak up any comments on that job
17:03
just a couple really I mean I think it's it's interesting that the highest one there was organizations having an email
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address and that that's very easy for people to set up or for the organization to set up I think some things to bear in
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mind there are you know a lot of stuff might be slightly wary of an email
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address especially if it's you know speak up at all whistle blowing at all raise concerns at
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and thinking about well who who's picking up this email so either communications are key which
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I'll get onto a bit later and many organizations have had telephone lines
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either internal or external because people do often want to talk through their back their concern with with a you
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know with a human has a line rather than just firing off an email you know I thought it was a really important point
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that you made with the service that you provide for organizations you can offer a whistle blowing facility and that it
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has legal privilege which is really good benefit for the workforce yeah
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absolutely I mean I think the way you know we're we complement internal
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arrangement so you know we don't say we are replacement for anybody's internal arrangements it's there in addition to
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those internal arrangements for those workers who you might not be sure how or even whether to raise the concern they
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have and we can talk them through that great so over to you okay so we've done
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as I said we've basically on whistleblowing and there were lot
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research with with individuals and also organizations and I got a couple of
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slides here just just highlighting some it's some interesting statistics so a
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few years ago we did some some work with organizations with ey and you can see
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there that the vast majority of organizations have Apple whistleblowing
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some sort of whistleblowing arrangements and that's despite the fact there's no legal requirement across the board to to
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have arrangements or a policy place and sectors require it regulators require it but in general terms that
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there's no reward requirement to do so clearly organizations feel they should
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at 93% however the flip side to that is it's
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less than half of UK workers are aware of their own policy so it's really
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important that this isn't seen as a tick box exercise that you know we've got our whistleblowing policy in place and its
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job done you know it's only as good as how many people are aware of it I'm trusted which I'll talk about a bit
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later and also the same same people who were answering those questions said that
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one in three one and three of them responded saying we've got arrangements but we don't think they're very
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effective I say one or three say they are ineffective so only two and three
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states say they're effective and then the next so information really is is
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also of concern that over half don't train designated contacts so in in
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policies it'll often say go and talk to my manager first and if not and there are these other named contacts in the
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business to talk to but a lot of those don't get trained on on receiving concerns and that's really important
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because people you know when people go to to raise a concern with somebody if
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they expect it to be handled in it in an effective way and it's a contacts aren't trained then it's not a good reflection
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on the organization and the individual and well go silent at that point which
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other one which I'll come back to I think you mentioned Tina Perth the HR function and perhaps confusion and you
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can see there that 44 percent confused whistleblowing which is a wider public
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interest concern with a private employment issue as such as grievance so
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there's still a lot of confusion between the two that are gray areas in the middle and we could probably have a
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whole webinar on that but it again it's and in communications and in policy
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wording that it's very clear which channel is best for which type of concern and the last one again is is
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really about you know the tone from the talkin and how important it is here for leaders in the organization to to
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promote this message that they do want to hear about concerns from their staff and that it will be looked after and I
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were just you know to your point John also add that in in my work which is managing our code of Professional
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Conduct we are the professional body for HR and learning and development and people do
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try to bring complaints to us code of conduct complaints that are employment
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disputes that they're trying to use this as an a Cass and I've never a casa have
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that you know certainly you know quite a number of over cases going to them so both highlight the real needs that
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individuals aren't being able to deal with their matters or resolve their disputes at the organization level yeah
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okay I just wanted to highlight and when
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you're looking at ethics there are a number of models and philosophy that you
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can weave in but two particular schools that I wanted to highlight here and so
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in the first case utilitarianism which is looking at the consequences of
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practices so you know really looking at the impact on people's welfare and
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secondly deontology where there's a focus on rules and that there may be a
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regards that any breach of a rule however the degree is a departure and
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therefore an ethical conduct and wanted to highlight both of those because I think they really need to be thought
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about at the organization level in terms of the workforce and both could actually
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apply to areas of concern individuals wish to raise so whether
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that's on a one-to-one therefore you know their experience in the workplace or even on the organization level or
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indeed the impact the organization is having outside so with its customers and with the community and so on and they're
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both areas to think about in terms of what you were accommodating in your speaker facilities at an organisation
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and a typical way that may be manifested is his information shared quite through
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an internal comms department or do you have a designated resource that is
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responsible for Asian community issuing communication on strategy and on
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business performance or his information only shared on a need-to-know basis for example and back to you John okay thanks
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so some of the benefits in and really he's a whistleblowing and then and we
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discussed obviously TuneIn and they do apply to wider speak up so you know
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looking at how good whistleblowing and speak of our agents benefit a number of
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stakeholders so it can of course and ain't no particular order here it
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detects wrongdoing it's an early warning flag and and workers are the eyes and ears of your organization they're the
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ones at the front behind and they're the ones that are going to see or suspect wrongdoing that that you want to hear
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about it and if you've got the right culture where your staff feel able and
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comfortable speaking up knowing you'll support them and look after them then it helps you hear about wrongdoing and a
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much earlier stage allowing you to act and stop the wrongdoing before it escalates into something else second key
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benefit really is that it can also do wrongdoing if you've got that culture in place then workers who may be tempted to
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do something might hesitate because they know it'll be called out there's two key
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benefits there at the top I think the other thing is for individuals it helps
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managers often managers are just expected how to do this without the training and you know we're passionate about training
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colleges to to help them do their jobs effectively and if the policy says go and talk to your line manager first and
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they need to be trained and how to handle it effectively for the benefit of
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the individual but also the benefit of the organization and if managers feel that they've been supported by receiving
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appropriate training and then that's another benefit to them and the whole organization and then wider if you've
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got this this culture in place where staff feel able and comfortable speaking up and concerns are dealt with in an
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effective and appropriate way then you are demonstrating internally but also to
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external stakeholders well that you are an accountable and a listening organisation a t-nut back do you want to
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pick up on some of the others at the bottom there yeah and I would just add about I you know it's so vital for an
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organization to make it clear that they do monitor ethical behavior and so whistleblowing speak up facilities offer
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that in opportunity for people to highlight areas of concern and really
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reinforce the ethical climate that organization should be aspiring to and
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you know that there are corporate level interests here in terms of things like maybe am some information that will feed
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into the risk register will actually commune but we also have example it's an
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example that I are referred to in the webinar was and the US military were
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using IEDs in Iraq and they were using Humvees and there was a opportunity to
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replace those with what are known as EM wraps which are mine-resistant vehicles and unfortunately the process to get
27:54
anything like that changed involved approvals at multiple levels so multiple departments including the Pentagon so a
28:01
delay in actually approving this unfortunate led to unnecessary deaths
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and someone actually whistle blew about that and and it just highlighted the
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circular impact of you know sometimes our process is even and not fit for purpose the layers of hierarchy and
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approval and you know that's something that gets referred to in the public sector for example you know layers of
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red tape and so you know this gives you the opportunity to call out the fit for purpose of processes or the chain of
28:33
command and in you epoch support that we referred to earlier we talked about
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passivity so people can be passive from happiness you know they're quite content
28:46
in their job that they're quite content with you know the organization or from the fear but unfortunately both of those
28:53
can actually contribute to an ethical behavior and ultimately in terms of
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providing any form of facility regardless of how many channels you provide there's a real need to reinforce
29:06
positive norms with staff and really give that sense of psychological safety
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we want to hear from you and we want to put things right yeah
29:19
absolutely looking at the flipside to getting it right and wanting to get it right you
29:26
know getting it wrong the impacts can be huge and you just alluded to one that you know where you know the extreme end
29:32
of wrongdoing either going undetected or ignored that's that lives can be lost and you
29:39
know if you think people working in in health or the care sector you know that
29:44
there have been some examples in the news over over the years on that for example mid staffs where like the people
29:51
have been too scared to speak up or spoken to the wrong people or it's been ignored and the no real impacts to
29:57
patient safety for example since I've been a protect there been a number of
30:04
stories in the media in all sorts of sectors which which you know would fall into either one or multiple of these
30:11
sort of bullet points so you know I work I work for a charity and I work in the charity sector and have them for quite a
30:18
long time so the Oxfam scandal a couple of years ago we would drop into
30:24
a few of these you know the organization itself was in crisis mode lives were
30:31
impacted by the wrongdoing abroad a loss
30:37
of confidence in the charity itself but also that that hit the wider sector and
30:43
there has been a regulator response by by the Charity Commission for example other organizations such as kids company
30:51
again you know Oh a well-established
30:57
charity that was publicly well known so that you know that was in the news a
31:02
couple years ago you know the sector's as well so for example the PPI
31:07
mis-selling in the financial services sector and you know do banks have to put
31:13
millions of pounds aside for full compensation and then has also led to the FCA introducing stronger rules
31:21
around whistleblowing so you know getting it wrong as huge impacts at all
31:29
levels for individuals for the organization and put them for wider society so it's important to do
31:35
everything you can as an organization to to get it right because of that you know at the heart of this really is is the
31:44
whistleblower and what what what you know put yourself in their shoes
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essentially a whistleblower or a staff member with a concern will will have
31:56
three options so the first option is is to keep their head down and keep quiet
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and and there are very human reasons why somebody might do that for example and nobody else in the team seems bothered
32:09
it's only a suspicion they haven't got any evidence
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the policy messaging might not be very clear on what to do so they might be confused a classic example is is a fear
32:23
a fear of being ignored and not taken seriously a fear of reprisal by the
32:30
company or by co-workers and the fear of impact on on their job or indeed working
32:37
in that sector again so there were very human reasons why somebody might keep
32:42
quiet but of course this is the most dangerous response because the the
32:47
wrongdoing will will go undetected and the theme back can be much bigger yes
32:53
sir really yeah sorry John I was going to talk about some research by Edmondson I found in
33:00
2018 where she highlights five beliefs about speak up at work as she calls them
33:08
implicit theories of voice but those five theories as to whether or not you
33:13
do speak up on whistleblower work include that you don't criticize work that might have been created by your
33:20
boss number one then you're going to speak up without solid evidence number
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two that you don't speak up if the boss is around number three that you don't
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speak up negatively in a group formats and lastly that speaking up brings
33:38
negative career consequences sorry John do continue mmm I mean it's
33:44
interesting I think you know we do a lot of research and you know that strikes a
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chord I think you know it's important therefore for organizations to to realize and get their messaging right
33:57
that you know it's not to counter those some of those points to you know that it's not up to the the whistleblower to
34:04
happen to go and get evidence that can put them in a dangerous position you know you want to welcome somebody coming
34:11
to you saying I suspect this is happening and that's enough we look into it and we'll do what we can to find out
34:17
if that is actually going on and we look at you through the process so you know that's almost a flip side so if I talk
34:23
about the other two options which is you know that can raise it internally work with you as the employer
34:29
or they can go outside and going outside you know people automatically think about the media but actually a lot of
34:36
assignments to the regulator very few people who call our advice line talked about wanting to go to the media for
34:42
example look at that internal option you know it's really important that as an
34:48
organization you know in your policy messaging and your your guidance that you might have on your internet and
34:54
training and awareness sessions etc that it's clear how to raise the concern and
35:00
who to go to and also that they will be looked after you know that assurance and
35:07
reassurance can help counter some of those those concerns they may have about
35:13
their own safety or their own career etc you know people will raise internally if
35:20
they hear positive experiences of colleagues who've also who've also done
35:25
it so you know who might erase the concern on it it's gone well the flipside of course is bad news travels
35:31
fast so if it's handled badly and n-word goes around and that's why it's important that managers are trained so
35:38
you know raising it internally is all about creating that culture it's it's
35:43
stuff being aware of the channels and the processes in place and also
35:48
crucially not just being aware but trusting them and going outside could be
35:54
seen as well you know they either don't trust or aren't aware of the internal options or they might have a lot of
36:02
faith in the regulator for example or they might have exhausted all the internal options if it's not being either handled very well or they're not
36:09
hearing anything at all and in other words no feedback they might think and go outside so some organizations we talk
36:18
to feel that going outside is perhaps the the worst option for the
36:23
organization where's that actually I would say staff keeping silent it's the
36:28
most dangerous option all-round for the organization but also for the potential
36:34
escalation and impact you know I would just add that there was
36:39
some research by Trevino Victor which we referred to it's 2004 and that showed
36:45
that those who take principled stands all are willing to call out any concerns
36:51
whilst they are perceived as highly ethical are also perceived as unlikable
36:57
an issue that's prevalent in the workplace yeah I think it's really
37:05
important then and this comes up people who either received or worried about
37:11
being perceived as unlikable it's important for the organization in a whistleblowing situation to focus on the
37:17
message not the messenger so you know I might be the sort of person who raises a lot of concerns a lot of a lot may or
37:25
may not be founded but but this one may be so it's important to take them all
37:30
seriously and investigate fully because this could be the one that that has some
37:35
serious impact absolutely I think that's a really important point about message
37:40
and not the messenger and you know when an individual is considering whether or
37:47
not to raise a dilemma we found that they will assess the rightness or the
37:52
wrongness of the choices you know they'll make an assessment of the consequences of each action but they do
38:00
this by calling on their personal norms that they've collected over their
38:05
lifetime and this is where all motivations can really work with employees on building that psychological
38:13
safety that we spoke about earlier so so
38:19
lived on to the ethical aspects runners yeah and so we talked about we had
38:26
looked at the ethical aspects and the dilemmas with regards to whistleblowing and speaker and in the survey prior to
38:34
the webinar we'd asked people about the types of dilemmas that they've experienced and I know that some of
38:41
these will resonate me that the types of concerns that you've seen John but one of them that was raised quite a lot
38:48
was about the issue of those that talk in proxy so you know they're talking on
38:53
behalf of someone without naming them or add to that the concerns that are raised
38:59
anonymously that really brings a dilemma and a key aspect to the fall because it
39:07
may limit the action that can be taken by the organization for example if
39:12
bullying is referred to you know there may be need to focus more on individuals
39:18
and of course you know why are people doing that anonymously
39:24
is it because as a fear of retaliation and there's some research that is
39:30
referred to in our resources at the end of this webinar by dr. Chris Gill and Carolyn Hurst about the impact of being
39:38
complained about so the reference that's listed is some principles they developed
39:44
because in their research they found that for example 71 percent of people who are in a role where there can be
39:52
complaints raised reported a negative impact on their practice and of course
39:57
there absolutely is an impact on their mental health and well-being so the
40:03
report gives some guidelines and principles on how to deal with those complaints but you know there is a need
40:09
to also look at those that are referred to in the processes and a duty of care
40:17
towards those employees as well and another issue that was raised was
40:22
regards to not having a speak up facility at all so lack of a speak up
40:28
facility which clearly had support but also the inappropriate use of the
40:34
facility so that might mean you know issues that are normal day to day matters that should be taken to HR for
40:41
example and then there was also an issue with regards to senior colleagues so
40:48
actually the ability of those that are working with the reporting function and how they can escalate those concerns
40:56
you know there's a real need to you know highlight that organizations have an
41:01
identity that's greater than individual individuals and influential people in an
41:07
organisation and that you know concerns and ideas as well should not be
41:12
surprised and even calling out conflicts of interest you want to have that sense
41:19
check on things that could be perceived as a conflict so we recognize that you
41:26
know our members are grappling with dilemmas regularly and so the copd have
41:32
provided a facility for members on our online community so that's like they
41:37
accessed via the COPD website and that gives a confidential space where members
41:42
can post anonymously if they want to thrush out and you know to share a
41:48
dynamic concern that they're dealing with in the workplace and it's been a
41:53
massive success we've had over 50,000 views of the area over 300 posts have
41:59
been made by members and what's really even more inspiring is that the member
42:04
communities is not just the CIPD but the member community respond to those who start threads and give not just
42:12
technical support but emotional support that's another aspect in you know the
42:18
speak up provision is you know giving that emotional support as well yeah
42:25
that's a really good point I think the channels and the procedures and the policies in place is crucial and you
42:33
know providing the the reassurance to workers to speak up because you know sometimes people might have been
42:39
bottling this up for quite some time before they have the courage to speak up
42:44
and it can be a very emotional thing to do so I think that's a really good point about you know thinking about a staff
42:50
well-being as well Tina sure so we asked in the survey is your organization doing
42:57
everything it can to encourage a speak up culture and you know this this graph
43:02
speaks for itself really sixty percent of the respondents well over sixty percent said they could do better and so
43:10
hopefully you know some of the things that we've taught through today will help organizations think about that and
43:16
in the guide we talked about the need to communicate regularly about the facility
43:22
not just have it you know it's something that's a policy that sits hidden away and is also only talked about at
43:30
people's inductions there is a need to communicate regularly not just about the facility but actually what action has
43:37
been taken and we also asked what happens when a concern is raised so
43:45
you'll see here and John we spoke about this graph you know outside of the
43:51
webinar because we were both surprised by the one that is ranked highest here
43:56
which is that the individual receives feedback my experience that's not been
44:03
the case but you'll also say that we've got things like report to the senior
44:09
leadership team so that the those that are designated responsibility for speak
44:14
up function will actually make those reports to the senior leadership team
44:19
and actually lower than that are reports to the board and higher than I expected
44:27
was that the workforce are given a general update don't know if that's
44:32
because our participants of the webinar are people who are working on this and so you know maybe organizations that
44:39
have already looked at these and smaller and percentage had talked about all of
44:45
these and really the ideal would be that all of these are provided but do you want to speak about any anything to do
44:52
this job you're you're surprised about
44:57
the eventual receives feedback being so high in our experience from research of
45:04
people calling on Iceland lot of people report to us that they
45:09
they haven't received any feedback at all I was certainly surprised and I think on the flip side the smallest one
45:18
but this you know all of these is happening isn't a surprise that is the
45:23
smallest especially when you think back to the previous slide of you know a lot of people saying we could do better we
45:29
could do more and I think which is which is an absolutely expected and honest
45:35
response on people to say well nobody's perfect we might have a lot in place but we can always do more and keep keep
45:43
pushing on to to maintain where we are and get better yeah
45:50
so just moving on and you know we talked about getting it wrong and trying to put
45:56
yourself in in an individual's shoes so you know getting it right and how do you
46:02
do that and it's not easy when we don't pretend it's easy what we say is if if
46:08
you're not doing these types of things then stuff I'm going to speak up so
46:14
we've already touched on a lot of these actually which is you know it's important that the leadership shows
46:20
leadership on this and sends out very possible positive messages that you know
46:25
speaking up and we're supplying raising concerns or all the different terminology is is the right thing to do
46:32
it is welcomed and people do you know senior leadership do want to hear about
46:37
these concerns but also crucially that that you will be looked after and I
46:42
think you just touched on that the second one that's you know which is communicate regularly a lot of the time certainly in the whistleblowing field an
46:50
organization will will make me think well we're going to relaunch the whistleblowing policy and arrangements
46:55
will have columns campaigning around that and then and then that's it and
47:01
then make this making in in volumes coming in and it might then tail off because another campaign about something
47:09
else comes up and the day job takes over so it's important to really keep keep
47:14
communicating the arrangements are there the channels and the importance of this
47:21
also you know the other reason to keep doing it regularly is to consider staff turnover and again you mentioned
47:28
induction training two really important that people are trained in in in this
47:36
and are aware of the channels when they join because that again from the
47:43
research we've done we know that most whistle birds for example are relatively
47:48
new in the organization some of the others there talked about engaging staff
47:53
so a lot of organizations do wider engagement surveys which is which is a
47:59
great thing to do but sometimes I think organizations could could include more
48:05
questions around speaking up and whistleblowing or do a standalone survey
48:10
around that the others you know obviously if you handle concerns
48:16
effectively and people have a positive experience which which is what you're
48:21
aiming for and will speak up again if they have another concern that that really links to the next point which is
48:28
training the managers to receive a concern well and in appropriate way and
48:34
and also not just be able to recognize is this grievances as whistleblowing etc but but also then knowing what the
48:42
process is and what's expected of them has a manager and the last one really is
48:48
and this is difficult with low volumes but if you have enough volumes then
48:54
aggregating and showing that you're listening and acting on concerns by
49:00
changing processes etc over the last 12 months or six months or whatever the time period is appropriate but I would
49:07
just add John that in terms of competitive advantage you know I've seen
49:13
more and more and particularly with corporate governance requirements that you know whether there is a facility or
49:19
not fall star from what it done about concerns is something the organization's are asked about but also actually you
49:28
know for particularly our members who are concerned with employee engagement you will have a workforce that are
49:35
coming from organizations and there were some organizations that have fantastic facilities and fantastic arrangements so
49:42
if they're coming to your organization I can see that you know that's not in place that could really be damaging to employee
49:49
engagement yeah yeah thank you
49:55
we also asked about how facilities are promoted in the and I won't talk to each
50:03
of these responses takes on conscious of our time and then to canter through but
50:08
the thing is that as we've one of the earlier questions we would also say that
50:14
all of these should be looked at and not just one in isolation you know the
50:21
importance of tone from the top of messages from leaders is a given both on
50:26
ethical practice but also on and people's ability and feeling safe to speak up but all of these are so key in
50:35
really reinforcing that facility and the value of it anything to move on no no I
50:42
think I think you've hit the nail on the head there okay great so we've got your site a job yeah yeah so this just really
50:51
comes together how we encourage organizations to look at own whistleblowing arrangements but you know
50:59
you could apply that to a wider speak up arrangement as well so just quickly talks in a few areas so effective
51:06
governance is really you know do you have a policy hmm place do you have that leadership we've just been talking about is it
51:12
looked at regularly by for example the audit committee and reported on in
51:17
financial services do you have a whistleblowing champion in place that's actually a role that many other sectors
51:23
are or individual organizations are putting in place even though the regulated might not require it and
51:30
generally organizations might do better here because as we know from the earlier
51:37
research that most organizations have a policy of some description the engagement is okay habit you know you've
51:43
got all that in place but how are you engaging with with staff and that's all
51:49
about staff surveys and the communications and and trying to build that trust and
51:55
confidence and an awareness in the arrangements but also how are you engaging with managers which I've talked
52:01
about them on some of the earlier slides in terms of helping them feel supported
52:06
knowing what's expected of them so because let's not forget managers are also staff themselves so that's the
52:14
engagement and the regular communications that you talked about Tina and then the operations area is
52:20
really you know what happens when it when it happens so when when a concern is raised how is it
52:27
triage has it received how is it investigated what feedback is given and
52:34
how is it resolved so you know you just opted off the webinar by talking about
52:39
your call to action and really this is our call to action or those listening but all organizations to to go back and
52:47
look at your whistleblowing arrangements in this way to to see how effective they
52:52
are indeed and we asked and you know but the provision of helpline and whether
53:00
that's resourced internally externally and there was some that said not
53:05
applicable which is interesting and obviously there were more than double those that provide it internally go
53:13
externally so anything to say on that well I mean I think then not applicable
53:20
is was you know a surprise to be that
53:25
high I think it's important that people do have some sort of helpline for for
53:30
staff who may or may not understand the process or not feel comfortable with the process I said that that was certainly a
53:37
surprise I think you know it's interesting to see there is a combination and as I said you know we we
53:45
work with organizations to to complement those internal arrangements and therefore we would probably fall into
53:50
that category the combination yeah so I'm not going to
53:56
talk to these two slides here because they are both and once to it fought for
54:02
listeners to refer to but you will see that the first one talks about and it's
54:07
really just a flow chart which again I've borrowed from the Frances of Murphy book and the flow chart in terms of
54:15
looking into reports that could be made so the BOK but referring specifically to
54:20
ethical breaches but I think you could actually use these as a flow chart in terms of looking at how you deal with
54:27
reports and concerns that are made through speak up facilities and then
54:33
most importantly here is to really think about the flow in the process and the stages involved in communicating
54:39
decisions because however effectively you promote your facility if people that
54:46
use the facility are not getting any outcomes then you know you're going to have a real problem with its perceived
54:53
value anything to write on those John no no thanks okay so to bring it you know
55:02
to wrap up what we talked about are really looking at the barriers to speaking up and the need in terms of an
55:09
ethical climate to create that openness we talked about how and you need to look
55:14
at having more than one channel as well and building up that trust and you know
55:20
in thinking of the barriers to speaking up bear in mind that you might have people who had a negative previous
55:27
experience so that size about the organization or where they've worked previously and we
55:34
talked about inductions as a form of you know letting people know about your facilities I actually I was aware of an
55:42
organization where they had to peered over a group of people from another
55:47
organization and speaker for something that was introduced in inductions
55:53
however with this group because they were tupid over they didn't have the traditional induction and some issues
56:01
came to light which actually you would have expected to have been reported through the speak up channels and when
56:08
one of our members looked into why it was because they had never been made aware of those facilities and you know
56:16
really looking at other in the sources of information so not just the actual
56:21
speaker from whistleblowing facilities but cross-referencing that with things like attrition rates the information
56:29
that group in exit interviews looking at monthly in diversity rates of course
56:35
health and safety stats as well and even the satisfaction scores all of these
56:41
should be cross-reference to the types of reports that are being made in terms
56:48
of building trust in the organization and a real need to show that you want to
56:54
unpick any politics there at play here because these can lead to an ethical
57:00
behavior as well and as much as we want to be a principled organization and we
57:06
might on that scale that I referred to earlier see ourselves as being at a four or five actually is that the reality of
57:13
customers is that the reality of the workforce and showing that you may not
57:20
always be able to take immediate action so there is something here about managing the expectations of those who
57:26
raise concerns they may not see tangible outcomes immediately and that's
57:32
something that I know has been raised in in multiple ways with regards to the
57:39
controversy around bullying and harassment so for example if HR are
57:46
looking into bullying and harassment concerns in an organization whilst those inquiries are ongoing
57:51
they are confidential and so you know it may not be possible to share that information or even when disciplinary
57:59
action has been taken it doesn't mean that the organization hasn't actually
58:04
taken any action so there's a need to establish how you can communicate those
58:11
concerns have been taken seriously without actually breaching the confidentially confidentiality aspect
58:18
and that is something that an inquiry government for which copd responded to
58:25
they called out people hiding behind confidentiality and a need for more
58:31
transparency in the guide one of the
58:36
things that's included is this checklist that can be used when looking at you speak up facilities so the guides in
58:43
this checklist is in the guide along with some narrative behind that but
58:49
essentially you know the workforce need to know how to raise those concerns they need the regular reminders but we also
58:55
talk to things like looking at decision making in the organization so it's not just about having decision-making
59:02
frameworks but actually having some transparent processes in place and being
59:09
clear on what isn't isn't acceptable so you know when you're getting their reports raised they are concerns whether
59:16
or not they actually relate to things that can be changed or this need to do some training with the workforce on
59:23
things that are acceptable or not and we also recommend that speaker facilities
59:28
are extended to contractors and agency workers so not just you know the
59:35
traditional full-time employees we also would absolutely recommend that
59:44
you know there's targeted moral reminders you know they are looking at not just you know the reports that have
59:52
been made but the implications of those how you can head them off and involving members of the workforce in reviewing
59:58
those reports of concerns and then actually that cross reference to any policies in place in the organization
1:00:05
that hold people accountable and we asked in the survey as well how
1:00:13
effectiveness of facilities is evaluated and what came out was that an annual
1:00:19
staff survey is one way that the facilities are evaluated but an
1:00:24
excellent suggestion which we would really ask them behind or external
1:00:29
ethical audits and some organizations referred to having on their board a
1:00:36
national Guardian role as well so those are things to think about but just
1:00:41
bringing this to a close I've mentioned our resources so these are some resources from the CIPD including the
1:00:48
guide and the report the area for members to thrush I think all dilemmas and the CIPD profession map I also
1:00:56
mentioned these global business ethics text Birkin and those books are
1:01:01
available through our publisher but there's also here some case studies that you can obtain from protect and some
1:01:08
other resources in particular the speak up facility which is an app and at all
1:01:14
from the Institute of business ethics and the report that I referred to about
1:01:19
being complained about we this webinar was part of a series of webinars for the
1:01:26
CIPD so this was the first one that took place on the 11th of March the second
1:01:32
one and talked about furnace which is a really topical subject and definite
1:01:37
related to ethical practice and you'll be able to watch that webinar on the same link as this one so the final
1:01:45
webinar in the series is webinar 3 on the 30th of April and that's looking at the action to prevent
1:01:52
unethical behavior in the workplace and John we had some questions in the
1:01:57
webinar that took place just because conscious of time I mentioned to those
1:02:04
questions very quickly if that's okay with you yeah that had come in was about
1:02:10
how many concerns should we receive based on our size what's - yeah good
1:02:18
good question it's a kind of a piece of string question you know we say there's
1:02:24
no right answers to that because you can have two organizations with the same head count in the same sector with
1:02:30
vastly different volumes of concerns and you know the volume of concerns is influenced by all sorts of things you
1:02:37
know the culture within the organization and the awareness the trust
1:02:42
well it's promoted it for us it's not about the volume of course if you've got
1:02:49
low volumes that could mean there's not a lot of wrongdoing fantastic or it could mean there's a culture of silence
1:02:55
some people are too too worried to speak up and a high volume can can be the opposite so it's about digging behind
1:03:03
the volumes what are they telling you is it certain types of concern what about the anonymity rates was you know how
1:03:10
many are substantiated all sorts of things you can be looking at behind the volumes but also you know I'd refer
1:03:18
people back to that diagram I almost finished on in terms of that's how we
1:03:23
would recommend people look at their arrangement and how how effective they are rather than judging it purely on on
1:03:31
the volumes sure and I think that's a really good point about you know the the
1:03:37
success of a speaker facility and arrangement isn't necessarily based on the volume and depending on other
1:03:45
aspects in the organization and the second question was about how can I throw the need to resolve speak up
1:03:51
channels so our leadership team as this is not seen as a priority yeah
1:03:59
good question difficult one for people within our organization to sell it
1:04:06
sometimes nothing gets it's coming together a lot of elements from this webinar and demonstrating to the senior
1:04:13
leadership that it's actually an investment rather than a cost and it's an investment in staff but also the
1:04:19
organization itself showing the benefits to the organization in terms of reduced
1:04:26
risk they're our bottom line and effects in terms of you know stopping wrong
1:04:32
doing it early particularly if it's for example financial fraud benefits to
1:04:37
staff you know you touched on that on staff well-being it can lead it can lead if you've got the right culture to
1:04:43
reduce staff turnover high productivity etc and so it's putting all of those
1:04:48
things together and and because really it fits into how you want to act and be seen to act as an
1:04:56
organization to to all your stakeholders yeah and I would just add to that that
1:05:02
you know there's an importance to say and clarify that you need to know the truth and that you know with managers
1:05:09
and leaders he might feel painful and to hear some of the concerns that are raised but you might learn something
1:05:15
that you didn't perceive as well yeah absolutely managers need to understand the impact
1:05:22
they are having you know people management is not just about the technical aspects of the role and I'm
1:05:29
really adds and in wrapping up that organizations need to honor you know there's it's one thing having a
1:05:35
statement and a set of values but actually to honor that commitment you know they need to know the truth and
1:05:42
they need to praise the bravery and the courage of people who speak up rather than criticize
1:05:50
okay so these are the things that were looking at in today's webinar speak up
1:05:56
arrangements other organizations the benefits getting it wrong right we've talked about ethical aspects and
1:06:02
dilemmas and how to success for the implement those using checklist and we talked through some of the questions I
1:06:09
hope that all who are listening whether it's through the audio or watching it on-screen have enjoyed this webinar
1:06:14
today I particularly like to thank John for your time and also helping out with
1:06:20
the rerecord of this webinar and real overhaul and you've made a fantastic
1:06:26
contribution so thank you so much you're
1:06:31
very welcome so just to wrap up we have a couple of opportunities that people if you've
1:06:37
provoked to hear that webinar can get involved so one of the needs to contribute to a bank of dilemmas and
1:06:45
that I'm working on which is going to lead to some case studies and some
1:06:50
materials for members on the profession so we're really interested to hear about the types of ethical dilemma not just
1:06:57
around speak up on whistleblowing and but on ethics and to help with that bank
1:07:02
of case studies we also have a couple of opportunities for people to volunteer
1:07:08
and support our work on ethics and then there is going to be a follow-up survey and that's looking at other areas that
1:07:15
you would like to see either covered in webinars from the CRPD or from any subsequent research and
1:07:21
reports so that email address is there but please also use it for any aspect that has come up in today's webinar or
1:07:29
any aspect on ethics at all we'd love to hear from you so thank you for your time that brings this webinar to a close and
1:07:35
I'd encourage you to participate in webinar number three
English (auto-generated)
Employees are more likely to act unethically when they perceive their organisation to be 'unfair'. Explore the typical dilemmas faced by business when dealing with 'fairness' in the workplace.
0:00
and welcome the component depends entirely on today's session my name is Joe Haden and I'm going to be your host
0:06
of the session silence on the background making sure everything runs to plan we've got a few polls coming our way
0:11
when you get to cast your votes with administer those I'll keep it on the chats great to see what we've already
0:17
talking about albeit disco warmer the chat function in terms of way of dieting a problem and of course what the
0:23
weather's like throughout the world so keep an eye on that you can post questions there observations is going
0:29
through this always will be really helpful and I can say I'll keep an eye on that as we go through we've got a Q&A
0:34
session question answer session right at the very end so we could hold any great questions to later on of course we need
0:41
to do them anything as we go into it we'll pick those up the whole way through just to mention this session is
0:47
going to be recorded so you can get a copy of that so if you want to kind of think about good receptions interests
0:53
you can go back and take a look at that but of course you could share that with why the coins network as well so we'll
0:59
be on the COPD website it takes a while for us to get the recording actually put it on the website get it webinar platform but it should be
1:07
there shortly so a couple of things to remember keep an eye on that chat box as you go through and this session is going
1:14
to be recorded so that's all good so this session is webinar number two three
1:19
as already mentioned it to focus on awareness the first session is also to be on the website we're going to record
1:25
that I place that there as well and number three the final session is going to be on the 30th of April and you can
1:33
attend these webinars stand alone one of them two of them or all three of them doesn't really know much difference but
1:39
just to let you know we're right in the middle with the webinar ethics and which ones gone of one to come as I said the
1:46
30th of April so this was Atlanta Lydia finished make sure everybody's in the
1:51
arrival that's best they can the main thing is to get the chat going what you can see is going great guns already
1:57
click on that icon that looks like a chat bubble speech bubbling cartoons to
2:02
make sure your the chat should pop up to the right level side and you can see the comments coming through as we go through
2:09
if you want to make a comment you can connect panelist directly just be mindful when they presented they don't really tell
2:15
people to focus on that and the slides but I can keep an eye on that questions observations or anything want more
2:21
clarity on and if you come from person to all participants you can do so as well and what kind of content you want
2:28
to post so hopefully you're pretty warmed up with the webinar environment should you ever see the slides they
2:34
could have started moving through that course you should have the audio by now if any reason you can't you will go back
2:40
at the communicate tab right top you can see that I think there's a lot of
2:45
activities open you should be good to go so now I am staring on the top left outside of commercial living consultant
2:51
CIPD and he's the taking the reins and since presenting the first she's worked the safety she's the same team as myself
2:58
she's worked there for nine years and she recently co-authored our ethics at
3:03
work alright so she's what about co-authors we have Tita Russell from the first time was Webner are we grateful to
3:10
hear from Allie this time she's got a to hopefully two guest speakers but to work hard to get back out into the webinar
3:17
environment Marco are there is the chief executive officers now that's where the
3:22
world's largest leading energy infrastructure companies and Margaret
3:27
the book generation h of hydrogens potential as a clean energy resource and
3:32
came to our tent rivera pen tool which i'll post later in the slides and in the chat which v taking the gap and
3:39
excellent to looks if you want to look at that you can do so let's mark I hope you'll be able to get to the webinar I'm
3:45
Eliza I still so i disturb you it's just mark I think I've got Marco on I'm going
3:51
to do a very quick sound check hi Marco can hear us yes they can hear you loud relator great thank you so I
3:57
should go back on you now no that's perfect ominous always helping tonight by presenting someone would actually be
4:03
this so Martha great having on board after getting through the tech problems you get a year Ben's been with us since
4:09
atomic clocks however I'm sure you store with us and Aileen Johnson is director of strategic initiatives at the DubLi
4:16
central character and virtues and leads on directed strategic initiatives managing partnerships and the
4:22
integration research projects undertaken by the center amazing this is good work around virtues
4:28
which is a big interest area of mine a little bit later on so everybody in
4:33
terms of all something fibrous introduced the web paradigm axe that introduced to our presenters so I'm
4:38
going to hand them early now is going to start the presentation feel that hand lifted Marco and Aiden I said do post
4:45
any questions or observations you'll go through it but we'll take the predominantly at the end of the session we'll open up a Q&A we'll have to manage
4:52
time slightly appreciate we start a little bit late but let's see where we are once we've heard from Alan and marker in
4:57
Alec over to you you Thank You Stuart you could just pass
5:04
over the slice to meep brilliant I think
5:10
I've got them so hopefully upon seeing this next slide
5:15
I would shipment the CIPD profession map so thank you very much Stewart and and
5:21
welcome everyone hello I hope you're well I'm going to start with a little bit about the context or ethics and
5:28
ethical practice have been on the CIC PD agenda for some years now and especially in the wake of rising corporate scandals
5:35
so when we start to plan for the redesign of our profession up about two years ago
5:41
ethics was made provision for and what you can see on the screen now is our new
5:47
profession map and that was launched last year
5:53
so if you're not familiar with this new map here's a brief overview of society
6:00
standards and we've separated them into the core knowledge specialist knowledge
6:05
and also our poor behaviors and we've included ethical practice within our
6:12
core behavior section as you can actually see here so if you do at some other time good familiarize yourself
6:19
with the massacre if you're not already and familiar so please um you know we're the CIPD and
6:28
actually describe medical practice to be building trust by role modeling ethical
6:34
behavior and applying principles and values consistently in decision-making
6:44
so alongside this move to include ethical practice in our profession our
6:50
map and our research team produced this evidence-based report in April two
6:55
thousand nineteen and this report is called rotten apples bad barrels and 50
7:01
situation it's a comprehensive review of the extensive research out there and on
7:07
unethical workplace behavior this report and we provide evidence based lessons
7:12
that people professionals and our leaders and use to minimize the likelihood of unethical behavior in
7:18
their workplace it explores what drives unethical better webhead behavior and
7:24
also provides recommendations to build more ethical workplaces and there is an
7:31
Stuart's actually going to be popping and URLs in our chat box which is done for me thanks to do it and so that you
7:38
can actually go through those and there's some direct links for use so on the back of that and actually it
7:49
was really closely followed up by this guide launched last November and what
7:54
can I actually call that alongside my colleague Tina Russell who brand the first webinar for us our on speak harp
8:02
and we have a sheet the recommendations of the nine action areas if the boys can
8:07
prioritize between here and actually set about writing practical guidance on what
8:12
to look out for so things like the warning signs that could lead to 1s behaviors such as you know arise in
8:19
grievances all that is anomalous comments we see from our engagement surveys I'm sure we've all seen them
8:25
those of you in HR and also in in management positions and we refer to
8:31
those as red flags and we've been provided practical advice and solutions
8:37
that you can take to make changes and a course look into sort of mitigating against those risks but today at the
8:48
area we're at what we're going to explore and I'm going to talk about more as in my guest speakers is more closely
8:54
today is fairness and organizational politics so we define fairness as organizations
9:04
they treat their workforce with fairness integrity and sensitivity are they more
9:12
likely to find that the workforce responds with increased commitment and also productivity however we have
9:19
uncovered that individuals are more likely to act unethically if they
9:25
perceive their organization to be unfair so for example you know if your reward
9:30
or resources aren't share fairly or policies and procedures are a little bit
9:37
inconsistent and we also find that a workforce will look to their leaders for behavioral norms so the first thing I
9:45
would like to ask you is and it was a opinion poll and I'm sure will learn
9:51
hope you bring this up in a minute to what extent is fairness role modeled
9:57
by your leaders in your organization so
10:03
hopefully that's going to come up in just a second and oh just going to open that one there
10:11
so roughly so what we have is we have
10:16
and three responses for you'd like to answer that a B and C a is very highly
10:23
be to some extent and see improvement
10:29
needed so you should see the poll on your screen now if you could all vote
10:35
and we'll see how that turns out so to what extent is fairness role model by
10:42
your leaders in your organization is that a very highly be to some extent or
10:50
see improvement needed
10:57
okay the votes are coming signal fast over three-quarters of us have found a reporting function don't review car for
11:04
anything - the reason you can stick it in the chat if you want or really the main power here is just reflecting on
11:10
this question personally so I'm going to close it down yeah it's a little bit
11:16
earlier this year - takes about 20 seconds articulate the results so anything there just don't come through
11:22
now than them I'll share those with you the next one five or six seconds and
11:28
then we can see what so what's the response we've got a group today just coming through now
11:38
okay should be coming through okay oh that's interesting so we've got no answer there as well but
11:44
actually to some extent so that is about
11:51
just under half of you which is really encouraging to see and my answer to that
11:56
is you know if you're in an HR capacity perhaps you can use your influence and
12:02
also provide guidance maybe start to happen for your policies or practices or even maybe review the values to see if
12:09
there is any concern consistency thank you for that and and moving on the other
12:16
area we focused on in the guide under the first tab is organizational politics
12:22
and these are the policies your procedures and practices that are could
12:28
be deemed unfair so that's why we recommend that an audit is carried out to ensure they're ethical in nature fair
12:35
and also equitable and you know we found that the effort required to navigate
12:42
organizational politics can actually create a strain some people they also
12:48
can reduce their self-determination we really don't want that and that's a
12:54
result of a lack of intrinsic motivation or diminishing motivations so if nothing
13:00
is done to rectify the situation our researchers found that this is causing a reduced sense of relatedness an increase
13:07
in alienation and that's been seen to result in unethical behavior so what I
13:13
mean by that is this could result in people protecting their own interests above ethical considerations for other
13:20
people and your organisation so another error with you this can also be seen in
13:28
productivity as well a research tells us that a percentage value in salary and on
13:34
employee retention and also engagement can range range from a hundred per
13:40
twenty percent and fully engaged employees to sixty percent in our
13:46
disengaged employees and I'm sure that you know if people are actually experiencing on
13:52
in their organization that probably plays quite a large part in people feeling you know a little bits that have
13:58
disengaged so I'm going to run another poll so hopefully shouldn't you're able
14:04
to actually live this one I'm going to run in the chat box so might be easier
14:10
to have a look at that so um I hope you can see that on the screen so comes with
14:18
your bonus points on your bonus payment and with your budget sort of allocation
14:25
for your yearly bonuses would you disperse it equally amongst your workforce or just your top performers
14:32
and we're quite keen to know so this is a chat box answer if you know what you
14:38
would do place either a one meaning give it to your top performers or a two
14:44
fairly to all employees in the chat box and let's see what comes up we've got lots of twos brilliant we've got a one
14:52
yeah okay it rather depends on how you did in talent within your organization I'm sure
14:58
and I know a lot of organizations are you know looking to deem talent as the
15:05
whole workforce and make sure that everyone is sort of valued the same and
15:10
I know that a lot of organizations are moving in that direction brilliant and that's one thing - excellent okay but
15:20
not today - performing poorly yes no no I get that if that's wrong from Carrie I
15:27
know Carrie thank you very much for your response there um so neither we don't
15:33
pay bonuses yeah there's as many organizations is your the same way thank you very much that's a really quick poll
15:39
so what we're going to do is actually going to hand over to my first guest
15:45
speaker who is Marcus and so if we don't mind passing a presenter rights to Marco
15:52
and then I'll take the back when he's done over to you Marcus thank you can you hear me yes we can
15:58
thank you I'm going to mute myself for a minute I can Stuart turn the pages because I'm
16:05
participating via audio and I don't see any presenter rights on this can someone
16:13
turn the page or I can I can do that me you okay very good well first of all Thank You
16:19
Alison very much for having me on this webinar thanks to all the people participating this is a very interesting
16:27
topic for me I've been studying and researching at different levels fairness
16:33
and ethics at work and I've tried hard to put this into practice I subscribed to everything that Allison said and to
16:41
the CIPD work and methodology there's a lot more research that I think needs to
16:47
be brought to this field in terms of organization and behavior I think where
16:52
we are the strongest is at the neuroscience and I'll touch a little bit
16:58
about that given the time and we started a little late Allison how many minutes would you like me to speak for at this
17:04
point okay just go through the slides as you can Marco and and we'll try to catch
17:11
up we've also got Aiden to speak as well thank you okay so try to stay within 12
17:18
minutes maybe is that it right perfect thank you okay very good so I'll go quickly through the first slides we all
17:24
know that the problems we face as CEOs and as managers and companies are really
17:30
very significant from a societal perspective both inequality and climate change have risen in the last 10 years
17:38
as what keeps people up at night and what motivates or D motivates people and
17:45
the shape of companies I'm now on page 20 the companies have also changed
17:52
radically we went very quickly from a world where organizations had a very strict
17:58
hierarchy like pyramids we had defined roles information was shared only on a
18:04
need-to-know basis and we basically had boxes and people knew what
18:09
the contour of their job was in a very formal way we've gone very quickly
18:15
because or thanks to social media to a situation where there's there's no one
18:23
you can shake his hand and then everything cascades down you have to have multiple levels of dialogue within
18:30
organizations collaboration is a lot more fluid boundaries or a lot more permeable boundaries
18:37
between companies between jobs within the same company there's a request from employees and customers and suppliers
18:44
for a total 24/7 transparency and so while the world is becoming a lot more
18:50
complex even before any health issues the companies are becoming much more D
18:58
structured and as companies become the structured amount page 21 we we see a
19:04
real risk I work in the energy space of a very strong breakdown of trust between
19:11
companies and societies and there's a real risk that companies if they don't
19:18
work with a purpose if they don't work ethically if they don't work with fairness inside and outside they can
19:24
very quickly lose their license to operate so on on page 22 what does how
19:32
can you build trust how can you rebuild trust with communities and with shareholders with employees we think
19:39
that fairness can really play a big big role we think there's a lot of science
19:45
to back this up and we can cover a little bit of that but some of the
19:51
points that Allison touched upon processes are the key to to having a
19:57
more fair work environment the selection process you use to hire people and also
20:04
to promote people is very important equality of character not only quality
20:10
of gender or other qualities really matters we see people who are more
20:16
outspoken take up an unfair share of meetings
20:22
making sure that quieter people who often are the ones that have the better ideas have an equal air time of meetings
20:28
is just one small example of how you can actually achieve fairness with with improved processes also in the key area
20:37
of capital allocation resource allocation processes have to be constantly audited to make sure that
20:43
they are fair there is a very strong correlation we found between transfer of
20:49
information and fairness the more information flows around the more fairness there is and then of course
20:55
whistleblowing also plays a role but why do we talk about the heart why do we talk about HQ well in the 50s everyone
21:03
was focused on IQ and still today G Matz and many MBA entrance exams are still
21:11
largely based on IQs and many selection processes and companies think IQ is a kind of a need to have but if you focus
21:18
too much on IQ then you have skewed people entering the workforce and entering leadership and doing MBAs which
21:25
may excel at IQ this place has become much more competitive but they may lack
21:31
what we call HQ in the 90s with the book emotional intelligence there was a big
21:36
shift from IQ to EQ or also to include EQ we think EQ is interesting but EQ on
21:44
its own doesn't doesn't say much that the world and history books are full of
21:49
very nasty people who had a lot of EQ EQ means charisma means being able to
21:56
empathize with people but doesn't necessarily mean to be fair and to treat
22:01
people fairly so we use this this word HQ when we select people we want to hire
22:07
them when we select leaders within our companies and in our supply chain here
22:13
there's a video that we won't share on page 23 but I invite those of you who haven't seen this too to have a look one
22:20
of the most inspiring things for me in studying some of the neuroscience is to discover there that animals monkeys but
22:29
more importantly babies when they're five months old have an innate sense of
22:35
fairness we are all naturally attracted to a fair outcome when we when we experience on
22:43
ourselves or on peers or even on people we don't know a fair outcome we have a
22:50
positive attitude and when we experience an unfair outcome if we go to page 24
22:56
the the science is very very strong the the pain we experience when we
23:05
experience when the pain we feel when we experience an unfair situation is exactly the same part of the brain and
23:13
the same neuro system as physical pain and you can you can actually cure social
23:19
pain or fairness pain with painkillers which is then one of the reasons why there's especially in the u.s. such a
23:26
big opioid crisis so when we feel we are treated unfairly we go we enter a
23:33
defense mode defensive mode are the the primitive reptile part of our brain
23:39
switches off and so we can no longer be creative we don't have fun we don't
23:44
collaborate and this sense of unfairness is experienced by 70% of respondents in
23:50
a big US survey they feel they're not treated fairly at work and some calculators some people calculate that
23:56
this costs around 700 billion US dollars of loss economic growth just because of
24:04
disengagement in in the workforce and this was a little controversial two
24:11
years ago when I when I started talking about this I've been very happy to see
24:17
people a noun page 25 like Larry Fink of Blackrock really come out publicly they
24:24
are you know Blackrock is the biggest shareholder in most of the listed companies he really came out publicly
24:31
saying that companies need to essentially be fair and have a higher
24:36
sense of purpose otherwise they will lose a license to operate this was last year's letter this year's letter was
24:42
even more explicit and you see ESG where we talk about environment social and
24:49
governance is gaining more and more ground in the eyes of investors rating agencies are
24:54
beginning to promote and realize some ESG scorecards ESP ratings and so you'll
25:03
very soon have companies that are ranked not only for profits and and stock price
25:09
performance but also for ESG performance that I think is going to be a very positive for for us both for
25:16
environmental reasons and for ethical social and governance reasons what we did in snap we were a hundred percent
25:25
fossil fuel company we're very quickly accelerating the energy transition investing on biomethane waste to energy
25:31
investing and hydrogen investing on sustainable mobility what we did in
25:37
order to inspire everyone and do this is launch internal university called slam institute and foundation called slam
25:45
foundation that we used to do not for profit activities we've recently been
25:50
able to give twenty million euros for the coronavirus but more importantly
25:56
we've been able to use our network in our context to help governments source key ventilators and protective equipment
26:03
for doctors and we've been able to do that because we've put the entire organization at the service of the
26:10
foundation so it's not just about money it's about deploying the capabilities so
26:15
when we had to inspire everyone not only we had the hard instruments of a
26:20
foundation and an internal universe but we really wanted to come up with a
26:25
purpose and on page 27 we use this model that Aristotle
26:31
invented more than 2,000 years ago that basically he started it said about
26:39
people but we think it applies to companies as well where your unique talents
26:44
intersect the needs of the world that is your purpose purpose is the reason you
26:51
exist and so we defined we spent a few months working with most of our
26:57
colleagues trying to define what our unique skills were you see that on the left side and then we asked ourselves
27:02
what the world needs which is cleaner secure abundant cheap energy and complex delivery and we
27:09
then drop our purpose which you can see on page 28 is energy to inspire the
27:14
world so in our governance books the purpose is the highest up then we have
27:20
the vision the mission the values a strategy but what's really inspiring us everyday is our purpose that's the
27:27
reason we exist that's kind of who we are and why we come at work and we found
27:33
that it goes miles to just explain very simply why we want to make a difference and to rally people to be more engaged
27:39
and to put in their best effort to make a difference so I've covered a lot of
27:44
ground these are complex topics here you have some ways to keep in touch I'm
27:51
active on LinkedIn where you can feel free to write to me and and message me
27:57
and I'll reply but I think there's also room for Q&A later on this webinar
28:03
I hope the audio worked well and it was all clear Thanks okay thank you very
28:09
much yeah and please say on the end webinar and and what we'll do is we'll
28:17
fill some questions to you at the end and just one that they'd come through Marcus was what is the age son or in HQ
28:25
you are talking about in relation to IQ and EQ
28:32
i Q's intelligence quotient EQ is emotional and HQs heart quotient heart
28:38
lovely that's great thank you so much that's a one question I actually saw come true in the in the
28:43
chat box so and thank you very much for that Marco really was great I know that
28:49
you know everything that you do and everything that your core is it's very much around about fairness so thanks for
28:56
sharing those slides with us we'll come back to you and so if I could just have the slide come running back and just
29:04
before I actually introduce you to my next guest BTS be cultivating Thompson
29:10
and I just actually want to ask you this question let's get everyone up and sort of thinking about this as well so if
29:17
fairness about treating everyone the same okay and that would be answer a or just
29:25
fairness about treating everyone with the same respect so I can see that on my
29:32
screen so if you could start and responding to a way that'd be marvelous
29:37
and and we'll reveal the results as soon as we can just to let you know that my
29:44
mix to be here and Aiden Thompson his pin to actually be and addressing this is a question that we were discussing
29:50
when we were chatting a couple weeks ago and so he will pick up on this and the
29:55
answers and the responses that come from through and when he comes to his and
30:00
part of the presentation which is the very next few slides so I was doing Stewart we've got seven or eight seconds
30:08
left just coming through so that's right I've high response level good
30:15
interesting to find out whether sort of a or b right okay that's really
30:21
interesting so what we can see is treating everyone with the same respect
30:28
came out at a roundabout just under two thirds of you responded that way with a
30:36
very small percentage saying about everyone the same and thanks
30:42
last year how say what if you wouldn't mind handing over the presenter point to Aiden I get a hand over to Aiden and
30:48
he's going to be talking about his role and what his there is a definition of
30:53
fairness where that comes to with his work these are virtues Aiden and Loeb to
31:00
you thanks Ali and thanks very much to Marco and when I was speaking to Ali about doing this webinar I didn't know
31:07
what Marco is going to talk about and actually having seen the slides yesterday and hearing Michael's presentation today hopefully these are
31:12
going to dovetail quite nicely and the reason I wanted to start off by asking that question around fairness is what
31:19
plays into the the first poll that Ali asked about the sharing of bonuses and
31:24
actually what fairness looks like in the workplace and what it means for us not just from a top down level but actually
31:30
for us as members of the workforce as middle managers and senior managers and people that manage other people and how
31:39
do we make sure that we are acting fairly on a day to day basis and perhaps using that example of the sharing of
31:44
bonuses just to articulate what the purpose of that poll was is to say a
31:51
little bit more about what fairness might look like so there was one response or two responses in the chat to
31:57
say that sharing bonuses equally is maybe an unfair thing to do if you've got lower performing members of staff or
32:06
maybe you've got certain people that maybe are deserving over bonus and
32:11
that's kind of the purpose of it actually if you've got a million pounds to split between 100 people you're not going to you may not want to give
32:16
everybody the same amount money you may want to split that up in a different way but how do you determine how do you act
32:23
fairly and how do you determine what fairness is in terms of in that case the right amount to do forgive my name is
32:29
Aiden Thompson I'm the director of strategic initiatives at a research center at the University of Birmingham called the Jubilee Center for character
32:35
and virtues and we launched in 2012 so we've been going nearly eight years now and we've done a huge amount of research
32:42
and collected a massive amount of data working with schools working with universities and working with
32:47
professionals across a number of different professions and it's some of that professional data that we've
32:53
collected that I want to talk to you about today and we are the center for character and virtues and what we mean by that is that
33:01
character our character is who we are and what makes up our character are the
33:07
virtues and what we've done in our research is use the virtues and there
33:12
are almost infinite number of virtues and we've always tried to kind of limit
33:17
ourselves into how many we and how many we talk about at times but what we've
33:23
done in our work in the professions is give people at entry level and experience level and at studying those
33:31
our undergraduate level and the same surveys and the same list of virtues and
33:36
ask them which virtues are important to you and on this slide we have 24 virtues
33:41
and they are taken from a measure called the values in action survey which has
33:47
been done by millions people worldwide and I'm about to post a link to it in the chat box as I'm talking
33:55
and it's very easy to do if you are interested in looking at it and what it does is give you a good idea of the
34:00
virtues they are important to you other people might use the word value whether people might use the word character
34:05
strength or something like that we use virtues and we've asked over three and a
34:10
half thousand professionals and training professionals which virtues are important to you and we ask this in two ways we ask this which virtues are
34:18
important to you personally and which virtues are important to you professionally and in the workplace and
34:24
whilst we would always advocate and say that you are the same person at home as you are in the office we have
34:31
found some interesting differences between those virtues that people report being important to them personally and
34:37
those that are important to them professionally the professions that we've worked with are the medical
34:44
profession the nursing profession so it's very very important to us at right at this moment worldwide teachers
34:51
lawyers and a mixture of business and finance professionals and we're very grateful to the CIPD for helping us
34:58
access their membership in terms of this survey a couple of years ago what we
35:04
found looking across those five professions and what we've published in a report last year called repurposing
35:11
the professions is that there were eight personal virtues that came out very very clearly almost well above any of the
35:18
other sixteen and seven professional virtues which came out very very clearly well in the both the other seventy and
35:25
for those that are very quick to look at this these two boxes you can see that actually seven of the eight virtues are
35:31
the same on both sides of the table there is any humor which came out has a net fourth important personal virtue
35:38
which is didn't appear as a professional virtue but honesty single most important
35:44
virtue as personally and professionally but relevant to this webinar fairness came
35:50
out as a second most important virtue that people regarded as part of their personal lives and the third most
35:56
important in the workplace after judgment so there's something to be said there around kind of what fairness looks
36:02
like what fairness needs as managers and as senior managers and CEOs and directors but also what fairness means
36:08
as part of their general workforce so before I move on and talk more broadly a
36:13
little bit more about the wider research what we wanted to do is ask another poll of you which is so based on those
36:22
virtues those those eight in the in the personal virtues I can read them back out again is which of these virtues is
36:29
most important to you of all and their honesty fairness kindness humor teamwork
36:37
perseverance judgment and leadership
36:43
perfect end up just open the poll box it's the third one now so people pretty rapidly in there will be if there's a a
36:50
bit of a wider choice this fun so on my run sly injury
36:56
it's going to close it down there colleges of young right still do and actually go down for teens it's like a
37:03
pole within the polls and how we do the most refined functions and shows that there and shortly share with a swarm things
37:13
can be very interesting results should be with you am about five or six
37:19
seven
37:26
I've just read the question from Angela about HR which is particularly interesting coming from a university
37:32
background to have my own opinions on university HR I'll come to that question towards towards the end so okay um maybe
37:40
primed by the topic as this webinar and that maybe you're all a bit more
37:47
inclined or interested in the notion of fairness but fairness coming out second there too honestly and honestly maybe
37:54
being reiterated in terms of our own research as being the single most important virtue to people in the
37:59
workplace and personally but some interesting ones there that humor doesn't feature so highly only to people
38:05
picking out humor 14 people picking out kindness and maybe in the world we we
38:11
live in right here and now kindness is being emphasized very much online about
38:16
how we interact with one another and how we protect ourselves and how we make sure that we engage with kindness engage
38:22
with other people with kindness thank you very much for for indulgently
38:27
with with that survey and if that's a but in terms of fairness then and
38:33
fairness in the workplace so three and a half thousand professionals ranking
38:39
fairness is either second or third most important virtue to them depending whether they're talking about personally or professionally but what does fairness
38:46
mean and we would as I said regard it as an important personal and an integral
38:52
professional virtue so we will call that a moral virtue and it's important for us to differentiate between the different
38:59
types of virtue and the eight that I've highlighted for us in this poll coming
39:04
to different categories and how the Jubilee Center categorizes that ACOs
39:10
always already referenced Aristotle and I didn't know that he was going to do that when i when i prepared my slides we
39:16
are an hourish that we are at Aristotelian Research Center we do follow the teachings of Aristotle in our but we apply them to the 21st century
39:24
and what we try and do is where Aristotle regarded character as being constituted of the virtues we then try
39:31
to differentiate those into four different categories and we call those categories the intellectual virtues
39:37
those that allow us to reason and apply judgment and wisdom the moral virtues and those that are enable
39:45
us to act ethically in a given situation the civic virtues those that allow us to
39:51
engage with our wider society and ensure that character building is not just done
39:57
for personal and individual benefit but for society as well and the performance
40:03
virtues which we would say the instrumental instrumental virtues which enable the other three to be enacted
40:10
so fairness here is a moral virtue of having components of integrity and having components of justice and maybe
40:16
service as well around it but very much more really focused and fairness is
40:21
something that is probably noticed when it is absent rather than when it is present and then where I've put there at
40:29
the bottom associated with interpersonal care and self-control that links more broadly to the notion of purpose and we
40:36
as a Jubilee Center advocate that keeping one's character or focusing on one's character in individual virtue in
40:43
general output of good character development is a focus on purpose and allows us to do this with purpose
40:49
and organizations to act with purpose again linking back to what Mark has said
40:55
I would just reference one of the reports that we have published on this
41:00
where to the reports actually sorry firstly we found that groups of
41:07
professionals across professions again we value qualities of character such as fairness but also honesty kindness and
41:14
leadership have been found more likely to report greater senses of professional purpose towards good societal benefit
41:21
and we tested that by not just asking participants to select which virtues
41:26
were most important to them but also posing moral dilemmas of them and asking them how they might in a given situation
41:32
and how they might justify that action and then following that up with a report that was only launched last week we
41:39
found that 69% of professionals again across the five professions indicated that they would deviate from
41:45
instructional regulation when a potentially more ethical action was available to them by that we mean they
41:52
wouldn't just follow the for the room sake they might they would consider doing some or having a more
41:58
ethical approach to the given scenario or situation this decision to take the alternative action with associated with
42:05
great greater what we call vector based reason most opt into lining construction
42:13
so what does all this mean in short we would argue that in the
42:21
workplace it is important both for us as employees and his workers but also as managers and
42:29
senior managers and directors and CEOs etc to recognize not just fairness in
42:35
isolation but actually the character development of those in our care and those in our workforce and character
42:41
development can take place in a multitude of different ways but fairness is just one part of it
42:47
fairness is a very important part and something that is regarded very highly by professionals but is also just one of
42:55
a number of different elements of one's character which can and should be part of any staff development any CPD as well
43:03
as an undergraduate training and I'll stop there and do you want me
43:11
to alley drop me to answer the question that was posed language or now or shouting back to the air to yourselves
43:17
as the experts yeah two parts and I saw that question as well and I actually and
43:22
can I just say was it that came true was it from Elaine I actually saw that
43:30
report and took it to our HRD Angela sorry I took that report to our HR d at
43:36
CIP degree and we both went oh right okay so yeah I did see that one as well
43:43
I see what and I won't mind both you and author marker haven't having an opinion
43:48
on that Angela's comment at the end if that's okay but we're we're not far off
43:55
question time anyway yes sir thank you okay I just got a couple more sides to
44:01
go so thanks shirt and we are close to the end and I will we won't be opening up to
44:08
questions as well as Angela's which i think is a really really very very valid point so I am quite interested to know
44:18
I'm in today at times we were to run more webinars on the topic of ethics
44:24
what would she be interested in so because this is a free fall free and
44:30
answer could you please just pop and form ideas into our chat box and we will
44:35
capture those it may well be that we set up a future another series of webinars
44:42
and and that we will look to see what kind of responses we actually and came
44:49
up with this question came up with and see what we might be able to do a future so and please pop your ideas not within
44:58
the chat box and and then we'll move on
45:04
you you
45:19
okay I read out a couple of these as they come through and then mycological
45:26
safety interesting how can how can
45:31
business it take set to change the perception that ethics and fairness I agree you'll get that from the guide and the
45:38
report difficult actus ISM dilemmas HR professional space yeah but we face a
45:44
lot of them yes okay how can business except to change the perceptions and
45:51
ethical practices their communication for effort future ethics and how about
46:00
well usually action areas you mentioned its beginning yeah did you know what we just thought we'd time to read that was
46:07
carry and just see how we get on with those and and just really see what the
46:13
take up would like before we actually decided on potentially taking the next
46:20
steps put another series in place the training for managers fairness tips and
46:25
hints ethic whistleblowing actually and made just like know that we
46:30
whistleblowing I was reached in the very first which is also under the speak up
46:37
and that will eventually go on our website you will be able to just listen
46:43
to that actual leisure at some point in the future okay roll the board link to
46:50
SMC um fairness workforce cultural promotions perfect okay we've got a few
47:00
and I saw the reward as well thank you very much for that and we will complete that and get that on board now actually
47:09
just want to highlight this and just have this on the slide for the moment ignore see which are some resources
47:15
which is our work guide does not matter alt report and repurposing the
47:20
profession the role of professional character and that was really that came from a legion and of course that's just
47:26
a shot of Marcos there with his fabulous TED talk there is the URL is in there and
47:34
hopefully someone can actually pop that into our chat box make sure it will and you can go and have a look and see that
47:42
at later date so a question so do you have any questions at all or Aiden or
47:51
market specifically or myself actually and but whilst you start thinking about this I think I'm going to go back to
47:58
that question from Angela and if I can ask Aidan you're you're not muted at the
48:04
moment so would you like to give us a response to that yeah and I think that the broader
48:10
response would be that often a focus on ethics or more ethical behavior fairness
48:17
any other virtue often comes from some sort of crisis or some sort of negative
48:22
report or negative perception or scandal I think we would always say a jubilee
48:28
center line is that focusing on character and virtues is a good by itself and it should be part of good
48:34
education it should be part of good organizational practice anywhere however is often highlighted when it is absent
48:42
and if at the HR sector and then perhaps the best way to to go about kind of
48:49
correcting perceptions or changing perceptions is to be more explicit and
48:55
in the communications in the language in the way the sector organizational bodies
49:03
membership bodies and talk about the profession and where there is an also an
49:10
acknowledgement that if there has been a particular scandal or a report that is quite damning and a knowledge meant that
49:16
that's what the perception of the perception is that try not to hide it try not to disguise it and move away
49:22
from it but actually acknowledging it head-on and doing something explicit to
49:28
change that perception right thank you very much and Satan mark
49:35
okay we are able to unmute you would you like to make a comment here as well so
49:40
I'm going to find yet you're unmuted now thanks Allison can you repeat the question because a poor sight well yeah
49:46
have it on the trip yeah bear with me a second and so it was interesting there was an
49:52
article published in me that stated HR viewed as the biggest liars in the workplace and can be viewed as searching
49:59
the wagons around those employees who raise grievances or whistle blow on unethical senior leadership practices or
50:07
behaviors how can HR shake off this deception while serving their leadership
50:14
community yeah I know quite controversial I
50:21
actually saw that article myself actually um that was when I was 14 I took it to our HRD at CIPD
50:28
and we were quite shocked I I think the days as I said in my
50:34
presentation the days of lack of transparency are over people are now able to confront their bonuses and in
50:42
real time and especially the younger generations they they request and require constant and continuous feedback
50:49
and technology will play a growing role in in doing a lot of what HR was
50:56
traditionally doing and collating the feedbacks is going to be magnitude of apps that continue to gather feedback
51:05
for 360s in real time and in multiple ways and formats so I think the I think
51:11
the new HR director should should be we could we call them actually a chief
51:16
fairness officer sometimes they should be the stewards of fairness issue they
51:22
should actually be seen to promote that in any way they can there's no need anymore for that kind of
51:29
don't don't say everything to everyone because otherwise you you lose power and
51:35
you have to retain power as management and as HR by by being scarce with the
51:40
information I think those days are gone I think the HR department should really be working around the processes that we
51:47
talked about earlier and making sure they they promote fairness instead of instead of generating concerns of lack
51:56
of transparency and honesty thank you very much and yeah I actually agree with
52:02
you and I love the idea that you call your HR people and you need to keep
52:09
awareness officers and I think that's wonderful and I think actually if you notice and we are moving away from sort
52:18
of personnel or HR professionals as an aim and moving toward people professionals and people practice and
52:25
that really should Intel and encompass all of those and the virtues and
52:31
fairness kindness leadership good leadership and due diligence and should
52:38
be included in that I will just say that within the guide and that we wrote I on
52:44
what affections it may have been in the fairness apartments recommend I do remember writing about NDA's and
52:50
certainly been such as a negative publicity in NDA's being sort of a gagging point for people moving on
52:59
within the organization and actually you know that those should not be used that
53:05
they are they're just soldiers to protect things like IP and also you know
53:11
company secrets not to you know a
53:17
thicker wheels right to be able to you know take of Britain grievances and to
53:25
the organization for some reason for for that reason with an NDA so we feel we're
53:32
I think we're all singing from the same hymn sheet that yes absolutely HR should not be seen to do this and maybe have
53:39
some work to do to take this perception it is a true perception at the moment
53:46
see what other any other questions no nothing coming through from me so
53:54
perhaps an interesting time machine moves the last slide and just post the low level of next there's one question
54:01
can prove little as you've been speaking ah
54:07
Turner said from Lucy Watson as fairness is largely down to personality and let
54:14
behavior that has been ingrained over many years how do you go about improving this for those who lack empathy for
54:19
others in the business with old-school culture of leadership being fair and kind is sometimes perceived as being
54:24
weak and I think maybe akin to what Marco said there that there may be the
54:31
all Terkel way of doing business I'm working academia so I won't pretend to talk about doing business as such but
54:37
certainly in academia a very traditional old fashioned at times profession to be
54:45
in but also needs to be at the cutting edge of teaching and research particularly at the moment when none of
54:50
us can be on campus that actually but to say that you lack empathy or you doing
55:00
your business and being in charge is just the way that you've always done it is no longer an excuse it's no longer a
55:06
way to to act that this is the 21st century actually 20 is enter 21st
55:11
century and things have moved on as well there are things there are measures out there and there are bulletin boxes for
55:22
focusing on from virtues empathy included but how effective they are
55:29
comes down to that individual you are right they see that this is down to individuality rather than maybe
55:34
personality and it's got to be we would say that it's got to be soft and like
55:41
that individual you've got to want to engage and pacifically you've got want to be fair before actually being told
55:50
that you're not being fair to change your habits and to do things in a
55:56
different way you've got to want to do it actually thank you I thank you very
56:03
much yeah agree with that there's another racial question has just come through from Youssef which is how can we
56:09
fix an illness inconsistencies where the basic processes are what not implemented
56:15
even when they exist as approved documents um I didna marker how do you feel Eve
56:24
able to answer that question don't repeat it no I got I got the question I
56:29
was thinking it's a I mean it's already good that the process is there so I think it's yeah I see the bottle half
56:36
full if there's a processor that's not not being followed then it's a question for internal auditory whistleblowing I
56:44
think the toughest part is to actually get a fair process out there in the first place and I think going back to
56:51
the previous question fairness is often a lot tougher than than than being
56:57
cynical and then cutting corners and in fairness is quite quite always the the
57:02
leads to very tough choices very strong choices I think fairness needs to
57:08
strengthen not to weakness and there's multiple examples of that when we talk
57:13
about looking at the heart quotient we we call it is is really to try to work
57:21
on the people who who don't feel for others and the only reason people don't
57:26
feel for others is that they put themselves ahead of the others and that leads to maybe being cynical or cutting
57:32
corners and people put themselves ahead if they have some inner frustration to to to feed and weave without being a
57:41
psycho psycho og Department being an energy company but we have very many
57:47
cases of people who were skeptical and cynical and then they just bought into
57:52
it because once a group starts behaving in a certain way members naturally that that's not not
57:58
going to lead to miracles but if you have the right process and you're explicit about it I think you can really go a long way to bring people on
58:05
everyone's in it to win it's kind of a win-win outcome and the people who play a different game end up losing and can
58:13
adjust something if something has occurred to me as well that we mentioned in the guide and also in the the
58:20
research report is that you know when you're looking at and processes and procedures and in regard to fairness you
58:27
know it should be fair to everyone that's affected by it and involved in that
58:33
and everyone that is should feel that it is a fair process and so that is taking
58:40
into multiple people with multiple needs etcetera that everyone should agree that it is a fair practice so thank you very
58:47
much for your questions and I think there might be another question coming in but just we've got one last slide and
58:54
I know that we've Rivera and I really thank you all these for bearing with us and so just the next one just says the
59:03
net actual webinar is on 30 of April or action to prevent enough havior that is
59:10
actually going to be presented to you by an hour two of our and researchers which
59:16
are Johnny Gifford and Mel green they actually worked in our research department and in fact they were the
59:21
authors of rotten apples there are barrels and sticky situations the research report have featured earlier so
59:27
please do sign up for it if you haven't done so already and I've just going to
59:32
have a quick look to support and say let me have a quick look at this question
59:39
and make this the last one before we all go I understand if you have to go and I
59:44
thank you and I am thank you all for attending so very said we are all seeing
59:49
in a current process okay but 19 start differences between those are being kind
59:55
helpful supportive and those who are profiteering from the situation we see
1:00:00
these differences and work and we need to look at ways of sorry I just lost
1:00:07
perception there with me sorry we finish
1:00:12
differencing work and we need to look at ways of out whose behavior is abhorrent unacceptable and not tolerated so maybe
1:00:20
that was just a statement rather than the question so thank you very much for that Carrie um so and everyone's going to breed so I
1:00:28
just want to say thank you so much and for attending and I wish you all well
1:00:34
say well and say safe and it just remains to me to say thank you so much
1:00:39
to my guest speakers and that's Martha Rivera and Adel Thompson and also
1:00:45
Stewart for caring webinar all about and enjoy the rest of
1:00:51
your day thank you very much bye-bye I thank you very much
1:00:56
q thanks a lot
What are the actions managers can take to reduce the risk of unethical behaviour in the workplace? Explore codes of conduct, job design and the effect of mood and personality.
0:00
you
0:06
hi everybody and welcome we're ready to make a start I'll do some slightly later darpa till the make sure we give
0:11
everyone an opportunity to get through on time we've got over 404 people registered today that we're in and
0:18
that's a 404 error so I hope you've got having too many technical problems as we're going through today's session so
0:23
yeah over 400 people registered and we've got and just show that coming through in terms of the participants
0:29
coming through so thank you very much for your time today to spend some amount of your hours or so together and this is
0:36
a webinar series there first thing to mention this is where we're number three of three but do not feel you haven't be
0:43
able to make some or all the other sessions don't worry it's not dependent on the previous sessions and also the
0:49
good news is those sessions number one number two are actually available to get your website as well and this way when I
0:54
will be in time once we've recorded it up put it on the website so don't worry if you are dip dipping in just a number
1:01
three that's absolutely fine if you want never wanted to you can go and grab them as well that will work quite nicely for
1:07
you so today's session is around action to help prevent unethical behavior and
1:12
now I'll get some kind of the objectives introduction shortly but just to make sure you set up on the webinar environment as best as you possibly can
1:19
ideally you hear me right now so I feel that's okay in terms of what you're hearing across the superhighways in
1:25
terms of that just see the deck itself I've just clicked through a couple of slides now I'm back onto the slide rewrite holding so in the very start the
1:32
main thing here you need to do if you can don't where if you can to not be a big problem key card is activate your
1:38
chat function and to do that you just need to click on the icon ta you can see on your tool bar you hover area use your
1:45
mouse you should be able to see that circular blue button when it can a chat bubble you click on there that should
1:50
give you access the chat window on the right-hand side and that means if anybody asks any questions or you see
1:56
want to ask a question yourself you can pop it into the chat and keep an eye on that stream as it goes down the right
2:01
side so it's a great way to interact with us and send the questions we're hoping out of time at the end for a Q&A
2:07
now what you can do is pocket you and there your question in and I can either ask it at the right time if appropriate
2:14
so I'd like to interrupt the presenter to Clarence a question or ask the actual annotation at that point in time and/or
2:20
I'll hold that question to little bit later on so please feel free to property questions in the chat bar and we'll deal
2:27
with them either ongoing or towards the end so that's our pile and Tim's taking
2:33
it forward as who we've got with us today we've got myself on the left-hand side I'm kind of the radio DJ and the
2:39
house they get the easy job on the left-hand side so my name is Joe Hayden and the commotions learning consultant at the cipa soil home to get the poles
2:46
the chat functions and the clothes success in towards the end so you won't hear too much me once I finish speaking
2:52
up right the very start here and then in the order of presentation because it's always nice to get sentence voices who's
2:57
going to get them Gwen first of all his head of research at ie then give you a quick bio of our presenters in that
3:03
order so Gwen would be at first and she's had a research that the IPE to provide advice and support to
3:09
organizations how to improve the effectiveness different aspects of their ethics programs including that code of
3:15
ethics she writes researchers of the wide range of business ethics topics of the ID our most recent publication is
3:22
embedding business ethics 2020 report and corporate ethics policies and programs which you can hear a lot more
3:28
about in Wayne's presentation first up then our second presenters me Mel dreamer certifies at the cipa G join
3:35
team in 2017 that's researchers limited marries diversity organization
3:41
development and the course at work and a recent working because excess in the emblems on inclusion assessing the risk
3:48
factors for unethical behavior and exploring the future of OD practice and prior to this you open email as a HR
3:54
practitioner of a technology organization where in a variety to connect to our initiatives previous work
3:59
as researcher in employee engagement as well as well-being and Johnny will be
4:05
our third presenter Johnny's the senior advisor for organizational behavior at CRPD is a
4:10
long-standing career and applied research and employment of people management its current interesting job
4:16
quality it could work in these the CEO please UK work and live server and behavioral science insight into aspects
4:23
of HR such as performance management from Johnny direct the CID Applied Research Conference and activity
4:30
evidence-based practice including systematic reviewing of running
4:35
randomized trials his academic member of the CFD and a fellow the Center for evidence-based management so those are
4:42
our three wonderful presenters as we go in through a session let me give you a quick insight of the objectives and our
4:49
part of the Gwen it'll be Mel and then Johnny and actually these objectives broadly
4:54
aligned to each of the three presenters and three presentations as we're going through the first session objective for
5:00
today define and recent research into ethics and codes I'm sure you can see from the backgrounds and again great
5:08
deal of overview in terms of research and ethics and codes number two broadly in terms about middle sections they are
5:15
the three is about identifying key areas and exploring the sticky situations that are linked unethical behavior and then
5:23
finally we'll look at describing the extent which unethical behavior is due to rotten apples and actually you put
5:29
two and three together you'll hear more about our COPD report there and the rotten apples might include individual
5:35
factors such as mood and personality so without further ado and the potential
5:41
right to Gwen and she'll do the lion's share of presenting another section okay
5:47
going just part of the rights over to you you should be good to move through the slides yes thank you very much here
5:54
thanks for having me today on this webinar and I'm really pleased to be talking about codes of ethics because
6:00
this is something that is really core to what we do at the Institute of business ethics in here and this why they just
6:05
put a catalog information about some information about who we are what we do for those of you who may not be familiar
6:12
with the ibe so it was love the Institute was established in 1986 with
6:17
the aim of promoting high standards of business behavior based on ethical values and this is something that we
6:23
very much very much hold to today as well and to achieve this purpose there's
6:28
a variety of activities that we do as you can see here on the on the slide and
6:34
in particular head of research so I look after the publications and the surveys
6:40
that we run at the Institute some of them including the one the stewardess
6:45
mentioned now the embedding business ethics is quite long sending one the
6:51
first time that was run was 1995 so and it's really interesting to see how
6:57
they're all our codes and ethics program has evolved since then and but really I'd like to encourage you to go on our
7:03
website to have a look because all our servers are available for free download so if you want to have a bit more of a
7:11
insight into the results please do feel free to to have a look on the website
7:16
but before we get into the actual results and share I share about some beta about cos of ethics with you today
7:24
I'd like to run a quick poll a quick question to see how widespread called
7:30
the ethics are amongst our audience today purpose so just open the poll so
7:36
you should be on his opponent function if for any reason you can't don't worry that's all going to get a good number of
7:42
people through the poll to give us a sense check what the results are looking like just like now we've got about 112
7:49
for 113 it's just going up in fact I'd probably go up like you speak in and you
7:55
won't put in the chat from reason you can't poll you could do that but your response in there as well but you don't need to sub C that's fine I'll just read
8:02
out the questions again just in case anybody's got problems getting a visual on this one does your organization have a code of ethics or similar document as
8:09
publicly available on the website free choices nice and easy yes/no or you don't know not sure so
8:18
when we've got term over 75 people through the polling booth apology just
8:24
finding the right button or contemplating your answer there will be another one later sometimes people a bit quicker second
8:30
time around so I'll close it down and we should be able to see the results pretty shortly
8:35
takes a few minutes for the poll to collate all our scores
8:41
you've done now we should be able to get a sense check a point across three scores for the three answers amongst our
8:48
group today when it's 3 to 1 seconds pretty much coming through she comes here
8:57
them but that's really interesting so I can
9:05
see the 38% of you have that said yes that the organization has accord of
9:12
ethics that is publicly available on the website and which is slightly lower than
9:18
the results tomorrow that's the research which I can show you now here and so
9:24
this is a map of Europe based on and research that we did on the website of
9:30
the largest listed companies which is probably why and the results differ a little bit
9:35
comparative oh and and as you can see cause with ethics have become a really
9:41
common and element of a company's approaches to ethics and also one thing
9:47
I'd like to point out is the vacay apparently is the country with the lowest percentage of companies they have
9:53
a code of ethics which is probably a bit surprising for some so if you have any comments about that please let me know
9:59
I'll be really interesting to hear your views on that as well and another element that I wanted to point out on
10:06
this map that we put there together and with the presence of a code is the presence of core values and the reason
10:14
for this is that we have seen an evolution not just in the presence of a
10:19
code for example when we did our research in 1995 I remember the reading
10:25
it there were there was a section that explained in the views of basically was an interview with the CEO and they
10:32
explain why and codes of ethics were not useful so for a company so probably
10:38
today we wouldn't see something like that in a publication and nowadays but
10:44
basically we've also seen an evolution in the nature of the code so
10:50
it used to be in 1995 when we started it used to be basically code based on books
10:56
so codes of conduct with a list of rules for people to follow whereas with the
11:01
time going by we've seen an evolution in this size document that have become much more based on values rather than rules
11:08
and this is something that is reflected also in our survey and our research that we did in the follow-up interviews that
11:15
we did for this report because for the first time since 1995 a code is not seen
11:21
anymore as a just a document to provide guidance to staff but as a way of creating a shared and consistent
11:27
corporate culture and actually and a code is also really really key in for a
11:35
for company's ethics program in general so at the IB we have designed this
11:41
framework there you can see on the slide now and this is basically the product of
11:46
the work that we've done with different organizations of all sizes and we have identified these different elements of a
11:53
company's ethics program as you can see as I mentioned everything starts with the ethical values which are then
11:59
translated into a code of ethics that explain how these values apply in practice to the specific organization
12:05
but the code of ethics is necessary but not sufficient so a code on its own and
12:11
we have seen that is not enough to ensure that ethical standards are embedded at all levels in a business so
12:18
there are other points and other elements they're important to keep in mind when we think about code of ethics so we don't have just a PDF on our
12:25
website but we have something very supported by a communication campaign I speak up line by strong leadership by
12:33
training and also by a regular review process
12:38
and on the one hand we had this research
12:44
that we did amongst large organizations but then we wanted to understand a bit more what employees think and their
12:51
awareness of these instruments and tools that companies have for example a code of ethics so in a different survey that
12:58
we conducted we asked employees and we asked them whether they were aware that their company and provide the different
13:05
elements of an ethics program as I list rated just a moment ago in the in Div
13:11
III work so this discharge that you can see in this light now is taken from a
13:16
different survey that we run last time it was run in 2018 but again this one is
13:22
done every every three years as well and it's called ethics at work funnily
13:27
enough and so we can see that there's a big discrepancy between the percentage
13:33
of companies that have a code of ethics and the percentages of employees that say that actually they are aware of this
13:38
code of ethics and offered by their organization so again the sample here is
13:45
slightly different so there might be an explanation there in terms of size
13:51
companies for example but this goes to show also how important it is that
13:59
employees are also communicated and engaged with the ethics program of the
14:05
organization so in the evolution of yesterday of the codes of ethics that we have seen since 1995 there is also an
14:14
evolution of the ethics program and the other supports in tools and as you can
14:19
see from this slide there's still a bit of room for improvement because
14:25
fifty-nine percent of employees are aware that the company offers a code of ethics but when you look at the other
14:31
indicators of the other tools or building blocks of an ethics program and they're not as widely known and
14:39
recognized by employees as the code of ethics so if we don't really pay attention to disaster if you don't make
14:45
sure that they occurred is actually supported in that sense we run the risk a little bit that is just another
14:52
document on the website that is not really used or made useful to employees
14:58
and does it work so we decided not to look
15:04
at the the code of ethics in isolation for the reasons that I just explained but we tried to look at the impact to
15:11
the n ethics program so a code of ethics with all the surrounding elements can have on the culture of an organization
15:17
so we decided to look at the companies we're implementing the conservative as I
15:23
just mentioned and ethics at work we decided to look employees that said that they were aware of all the four building
15:28
blocks of an ethics program and we compared their responses to employees
15:33
that were not aware of any of the four elements of an ethics program so we see
15:38
when a code of ethics speak up line training are provided and the perception
15:45
of culture improves significantly so for example and please say the honesty's practice more often and the organization
15:52
is seen as more responsible in their business dealing in this one I think it's quite important because
15:59
[Music] it's basically employees are more willing to talk about shondor to report
16:05
misconduct that they are that they are witnessing the desi and in particular
16:11
they're also more likely to be happy and satisfied with the company's response so it's definitely a step in the right
16:17
direction in terms of creating a shared and consistent corporate culture and that we mentioned earlier at the
16:23
beginning and the companies seem to be willing to create and the companies seem to be you know the base say that they
16:30
want to use a code of ethics achieve the idea of an ethical culture based on values for all their employees
16:39
what should the code of ethics look like so this is something that we work quite a lot on as the IDE we work with
16:46
organizations of all sizes or sectors and types to help them improve the
16:51
effectiveness of their ethic of the code of ethics so obviously there is not you
16:56
know a template that can be downloaded and used by all organizations because the code is something that is very much
17:01
the product of the culture of the specific organization however we have
17:07
identified a few elements that I think are quite interesting and we think should be always included in a code and
17:13
maybe we can go back to some of these a bit more in detail in the Q&A part but
17:19
now I just wanted to give you a bit of a just some another view of some of these elements so for example an endorsement
17:27
from the senior leadership because the code needs to be seen is coming from or with endorsement from the top of the
17:33
organization the CEO and the board need to show that it is important for them and an explanation as to why the code is
17:40
necessary so it's not just a list of rules that we have decided that you have to follow but it's useful for the
17:45
organization it contributes to the success of the organization an explanation of what the company's values
17:52
are which is useful because it helps go in a little bit beyond just the rules and support decision making in those
17:58
situations that might not be covered in the code itself because it's really hard to put into the code every possible
18:05
situations that might arise but can actually work as a decision-making
18:10
guidance for employees in those situations and then again this can be supported by a framework for ethical
18:17
decision making sometimes this just takes the form of a series of questions to ask yourself when
18:22
you face a difficult situation but it's just the way you've stop and reflect on the situation that you're facing the
18:29
dilemma that you're facing is an employee and then finally some information about how to raise concerns
18:35
and speak up about wrongdoing because this is really really important to make sure that employees are engaged and they
18:42
feel part of an organization that wants to listen to them is interested in their issues in their problems and also acts
18:49
to address those issues that employees raise so this is a bit of an overview of what
18:56
occurred of ethics I why it is important and why it is useful and I look forward to more discussion later in the in the
19:04
Q&A session and I can pass on to Mel for the next presentation
19:21
okay I'll feed everyone and mail green hair from the ICG and Stuart's already
19:27
introduced me so rate safety much more about myself and thanks very much for joining us today and thanks to Glen for
19:34
that really interesting exploration of your recent research into co2 that's it so in my slot today I'm going to talk a
19:43
little bit about the situation but it starts with a ship which we've affected
19:50
affectionately called sticky situation so I'm going to delve into some of our recent research into the topic and talk
19:56
a little bit more about how those situations and difficult aspects of our
20:01
work it can make it difficult as to pape
20:07
so as Stuart mentioned at the beginning of this webinar this is actually a series of webinars so if you've already
20:14
ended the two in this series you're probably familiar with this already but I'll just talk a little bit about it for
20:21
those of you who are joining us you today so we recently at the CIPD
20:26
conducted an evidence review of an a behavior at work which is called rotten
20:31
apples odd barrels and sticky situations a review of a network-based behavior and
20:38
what we've also done and alongside that and my wonderful colleague Tina Russell
20:44
and Allie weeks of have also created a guide based on that evidence review so
20:49
what this evidence review was really all about was understanding some of the factors that influenced unethical
20:56
behavior at work so we often hear especially when corporate scandals make
21:01
the news that things like a few rotten apples are to blame for unethical behavior or perhaps a poor company
21:08
culture and of course there's some truth in that those things are important but it's also really important that we
21:14
understand on a more granular regular day-to-day level what some of the risk factors that we face in our day to day
21:22
work because of course there are things like practices and policies individual
21:27
differences but also it can impact on how we act in our workplace so this
21:32
research was all about uncovering that doing an evidence review for the best available evidence on those factors and
21:38
what we did in that this research has identified nine areas and that's what makes up a report and the guts well so
21:46
if you're interested in looking in more detail at research and the guidance let me go and have a look on our website I
21:53
think we just paste those linked within this in the chapter
21:59
so as name of the report suggests we highlight three broad areas that are
22:04
influence on a behavior and those are the rotten apples so their individual
22:09
choices that we make at work the bad barrels or hopefully good barrel speed I
22:15
haven't touched up over this is a vibration and also the difficult
22:21
decisions and situations for the sticky situations at work that make our life
22:26
it'll be difficult and today Johnny and I'll talk about those difficult decisions and situations and also the
22:32
individual choices or rotten apples part this research you
22:39
so thinking about his situation what are some of the key things like influence
22:46
our behavior at work and I think it's really important before I talk about these is they're very much influences or
22:52
risk so one of these things alone might not guarantee that unethical behavior is
22:57
going to happen in a workplace is however it might make it more likely for in conjunction with another risk factor
23:04
make it more likely to happen so we found a number of situational factors
23:10
that influence behavior or in fact reduce it like as well so on the
23:17
positive side of things we found that when people had varied roles and accountability in the design into their
23:23
jobs as well as things like checks balances and reminders to behave ethically ah reduce that likely have
23:30
maximal behavior on the other hand there are a couple of negative factors to think about that might increase the
23:37
likelihood of unethical behavior and those are things like highly competitive roles or marketplaces as realistic goals
23:46
that are tied to monetary reward there's also aspects like time pressure
23:53
and monotony in jobs which is an interesting one so if someone has a
23:59
monotonous role they might actually be more likely behavior than and lastly
24:05
being from me from the park configure decision so for example if you are a
24:11
decision maker and you don't see the end result of your decision it might be more likely that you'll make a decision that
24:17
has an ethical impact in the end and what I'm going to do today is talk a little bit about some of those in more
24:24
details specifically the goals rewards and the competitive aspects of job design that might influence behavior
24:34
before we jump into that though I really like to hear from you all and wonder if any of those factors resonate with you
24:41
so have you seen any examples perhaps in your own workplaces moving their name or
24:46
written responses of a behavior where things like pressurized rolls targets or
24:53
anything else have made a difference and in links on a behavior in your life
25:01
thanks Mel just people typing in their quick responses in the chat don't worry about spelling and grammar by the way
25:07
everyone we've been a quick question maybe we just give it a quick cover before we get the responses in the chat
25:12
the question is how we hasn't taken any research into groupthink at senior
25:18
leadership level and unethical behavior in large organizations are kind of like that the groupthink
25:24
large organization context so within this research we didn't specifically
25:30
look at groupthink per se but I think that's a really interesting there's a really interesting point there linked to
25:36
that which is about accountability so of course when decisions are made in a group there's a lack of support and
25:43
engagement if the latter part cause of decisions linked to group things and
25:50
that something that we've definitely highlighted as a potential risk factor so if there's not checks and balances in
25:56
place for example or perhaps there's a lack of accountability and that can make
26:02
a difference yes seeing this great question it so thanks for the question as well so it's a
26:07
couple of responses meanwhile coming through on the chat further to this exercise here yeah this is an
26:14
interesting report things like time pressure caused by unrealistic deadlines and time pressure in general there seem
26:22
to be a factor in lot of jobs which definitely rings true in some of our research and as some pressure on
26:28
managers to deliver and to influence them to pressurized our there's another
26:34
interesting point about here of business owner being profit driven and so profit with main driver and reinforce the idea
26:42
that you need to do what necessary to preserve that's really interesting examples that highlight some of the
26:49
different outcomes of our decisions so perhaps the business outcome of profit
26:54
is more important than any potential epic welcomes whether that's employee
26:59
well-being and or something else that impacts your customers will be ng user
27:04
so lots of really interesting examples there
27:10
so thanks for responses I'm going to pick up on a couple of days actually it myself as a visa forgotten people
27:18
examples of what our research tells us which very much echoed some of the things I'm seeing in the chapter so the
27:25
first risk factor ISM will that competitive environment and which is linked to organizational goals so I
27:32
think it's also worth noting that when we talk about an area we often think think things like fraud sabotage they're
27:39
things that negatively impact and users or even employees but people also do
27:47
make decisions in act in a certain way it might be unethical but actually in the short term could benefit the
27:54
organization so very much linked to that profit outcome for example and there's some really interesting research in this
28:00
area that suggests that if organizations are in a competitive market unethical
28:05
behavior that pro the organization so for example might help them get ahead of the sales but maybe not gonna make
28:12
that's the way it's actually more likely that that's going to come and not only that there's other research that
28:18
suggests that in that sort of situation managers might be hesitant to reprimand
28:24
people for that behavior especially results being short terms benefit for that company and that's also the case if
28:32
that person might be a top performer so the research also suggests if someone's really good at that job let's say
28:38
I have another target if they do something that had to be unethical they might be less likely to be reprimanded
28:45
serve attention there between outcomes such as profits and it's not just
28:52
external either also the note about competitive environment internally so as
28:58
research that suggests that there's competition to be the best so let's say an employee knew where they were at a
29:05
performance curve and a we're going to be evaluating that all this at the end there's some research to suggest that if
29:13
that's coupled with manager or was that without people getting a bonus and that
29:18
can encourage sabotage against work or better representing own work and just to
29:24
reiterate as well but these are all experimental studies that give us a really interesting insight and so it's
29:29
also worth noting though of course a target alone or competition alone isn't going to call the tactical behavior but
29:35
there are certain situations that make it like and the same read reward as well so
29:41
we've done research into the impact of reward sweet potato love it with
29:46
this is really sweet which is all about the impact or reward and targets on
29:52
people's behavior at work and those same evidence to suggest that strongly youth
29:58
all that's willing to pay I'm really high and difficult to reach targets can have an impact on ethical behavior so
30:05
for example they're examples and ambulance drivers within this research
30:10
that suggests that when there's a target of impatience and quickly I be let's
30:17
drive it would prioritize patients nearer to them rather than
30:22
I don't need other services a very extreme example and but it really shows
30:28
that what your award and how you reward I can influence people's behavior and of
30:33
course that's what we do in the first place but it also means if we're not making our rewards clear and not aligning them
30:40
with multiple outcomes that could be an issue there's also specific purpose of
30:46
research that suggests that difficult goals can lead to things like misreporting so employees want to make
30:51
sure they hit their goals they might miserable what they do however when an opportunity for promotion was at stake
30:58
this wasn't the case so in other words if there's more than one outcome that's
31:03
important to employees there isn't just link to reward for example or monetary reward and that can offset some of that
31:10
but really it's all about whether our reward strategies and targets might mean
31:15
that people try and hit the target that missed the point so think about the ethics and their long-term outcomes of
31:21
their behavior so great if you hit your sales target but if it's done in a way or not on a long-term sustainable way
31:28
and it's not going to have good long term and there's a really clear real-life
31:33
example which some of which we've talked about in the chat as well so things like the Wells Fargo Cross yelling sounds
31:40
this is a quote from one of their senior staff members our team of us do have
31:46
goals and sometimes they could be blinded by a bow so within this those sorts of issues as mr. lang and fortune
31:53
and products so we can meet their target and again targets alone don't cause this
31:59
and however there was also a couple of it couple of whistles load about their
32:04
culture and their wider wired organizational values so in combination a seem to have an issue and we can see
32:11
similar outcomes weird things like the PPI scandal which is meant to high proficiency sterling silver in terms a
32:18
chess trust scandals where targets don't work odds with patient care so
32:25
importantly what does this mean for practice so within our research from our guidance we also provide some kind of
32:31
lessons and pop types of petitioners the main takeaway really is when it comes to
32:36
the situations and job design it's be aware of these reps factors and manage them so these are some of the risk
32:43
factors like the spoken part like over the top of it I'll try to you purely financial anthems or when things like
32:50
how much lated payer it's date by operating in a competitive market a workplace or people are under pressure
32:56
what some of those other things I talked about at the beginning which didn't have time to delve into today things like
33:02
monotonous roles or having active
33:07
defunding of or the impact of your decisions will be
33:15
some classic see what that might look like so that might be things like considering what behavior is
33:21
incentivized or rewarded and what your reward strategy is and thinking about how bold and targets can be related to
33:28
multiple up organizational values as well as profit
33:33
then like the other metric central you should be measured on as well such as long-term outcomes help know so to put
33:40
support in place and decision making especially when and we made in a pressurizes I've taken a little bit as
33:46
well so using things like checks and balances frameworks to help guide decision making or perhaps even using
33:53
moral reminders to regularly communicate with employees about the role of their
33:59
they have in being ethical that could also really help so that's it
34:06
for me on a sticky situation side of the research and more in our report which
34:12
talks a little bit about some of those other catches well under this Johnny now
34:17
who's going to talk about the rotten apples that can influence unethical behavior
34:31
just past the presenter you should be good to a a sawed-off meet and take it on to the next set of slides
34:46
you still owe me Johnny's here this alright be comfy currently
34:55
you so my zero not sure where Johnny is so
35:02
to skin them without the two maybe he's having some tech problems you
35:11
I hope you can hear me now I was having problems indeed and thanks very much
35:18
Stuart and thanks Mel and when james johnny gifford i work in research team
35:25
CIPD along with mel and i'm going to finish off by talking about one of the
35:31
other aspects that we talked about in our in our research so the idea of rotten apples obviously whether we're
35:39
talking about tax avoidance or bribery and corruption sexual harassment
35:45
obviously we've had recently as well as bullying and unethical leadership we can
35:50
all think of high-profile individuals from Harvey Weinstein to Bernie Madoff
35:57
to Philip Green or whoever who have been pulled over the coals for being an
36:05
particularly unethical I think it's on
36:10
the one hand it's we need to recognize that it can be convenient for organizations or even regulators to say
36:17
that ethical breaches are a problem of just a few rotten apples it's not
36:22
characteristic of the organization as a whole so it's enough for us to sort of
36:28
sacrifice a few scapegoats we don't make it need to make a larger cull and please
36:35
you know we don't need any heavier regulation that can be a typical
36:40
response of organizations when there is a ethical crisis and on the other hand
36:48
we can't deny that individual factors do have an influence on how people behave
36:56
and so we've looked at this within the evidence base so again as Mel says
37:02
looking at the high-quality scientific research in this area to see how two
37:08
areas affect people's ethical and unethical decisions firstly the less
37:15
permanent aspects so mood that essentially and secondly the more
37:22
permanent aspects of personality see which more stable relatively
37:27
permanent traits
37:32
so mood first of all and I have to come clean and say that this is actually a
37:38
typo and on the slide I didn't go to surly so apologies for that the first
37:43
bullet should say happy managers are more likely to agree to unethical
37:48
requests which is possibly counterintuitive bit surprising it also
37:54
says that fear and frustration are linked to unethical behavior what's
37:59
going on with this why happiness the root of the problem is not about how when you're in a positive mood or
38:06
getteth mood it's about how passive or active your your mood is so passive
38:14
states which include fear frustration and also happiness can lead people to be
38:22
more likely to engage in a unethical behavior for example because they want
38:27
to sustain their current current
38:33
feelings of happiness or they want to take the path of least resistance so the
38:38
kind of research that we're looking at here an example is a study of 60 yards middle managers who responded to a range
38:47
of different ethical scenarios in a lab type environment so first of all their
38:53
affective states were measured that's to say how they were feeling at the time was measured then they they conducted
39:01
these these tests by responding to the scenarios the the researchers could
39:07
gauge how willing they were to engage in our unethical behavior and the kinds of
39:14
things that happened were that the participants were asked by a supervisor to backdate a shipping log in order to
39:22
increase profits stuff that they clearly knew was unethical but they were being
39:27
asked to do by their supervisor and visit these are the kinds of findings
39:32
that it that it threw up that negative and positive affective states can
39:40
influence people's unethical behavior so one of the things to encourage here
39:46
is for people to have to take responsibility for their actions to feel
39:51
responsible to have what we call an internal locus of control which means
39:57
that you believe that if your actions make a difference these things are more
40:04
likely to lead to ethical behavior so what about the more permanent trades
40:10
when we think about personality there's a number of red flags we see for example
40:20
competitiveness how eager centric people are how impulsive they are when they've
40:26
got willpower or self-control whether they have a kind of moral relativism so
40:32
they they don't think that absolute morals really care for anything in
40:37
particular what gets highlighted in the research is what's called the dark triad
40:42
so the dark triad is three sets of personality traits which include
40:50
Machiavellianism so this is about disregarding morals having just being
40:56
willing to manipulate deceive lie being less concerned with morals in the first
41:02
place it includes narcissism so having high levels of pride low levels of empathy
41:10
big ego basically feelings of grandiosity and thirdly psychopathy
41:18
so being impulsive and little behavior
41:23
not feeling remorseful feeling callous about your victims or other victims
41:31
now what we need to emphasize is that these traits are personality traits that
41:38
can be measured they don't make people guilty of unethical behavior they make people more
41:43
at risk of unethical behavior especially when we're talking about situations that
41:50
benefit them so they can benefit from from cheating or as I've seen in some of
41:57
the comments there are pressures from unreasonable targets or lack of
42:03
resources or working to time frames that are - that are too high pressured so
42:10
these are some of the the risk factors that you know whether we like it or not do like this there is a question though
42:18
of what do we do with this information would it for example be appropriate to
42:26
use measures of personality to inform
42:31
decisions about in recruitment we'd be interested in your views on this so
42:38
we've got a poll which stool on college & batley that question would you test
42:46
personality in recruitment to judge the risk of unethical behavior and - this is
42:53
we've got a nice picture of niccolo machiavelli director if you interested
43:01
just open up the polls this for responses for potential responses yes for many roles and then another yes
43:09
response but for a select few roles know or don't know it's about half of you
43:16
managed to hit your buttons this is just coming through now it's great question
43:21
Johnny by the way looking forward to ER seeing a the responses and be your response to the responses
43:29
yeah no I'm interested to see them as well
43:34
okay look at about 70% roads give it another few seconds just to leave it open and it does take a while infant to
43:41
callate the background and not publish it I just closed it down there so apologies if you just hit the button
43:50
Oh another 10 seconds Johnny for it to show up on the screen
43:56
70 yeah black 70% people managed to get those through so quite a high number of
44:02
people that also should be good good reflection responses
44:09
okay ooh a question coming through from some
44:15
test to be manipulated I think they probably can but that there are in a
44:23
pretty good tests out there right responses Rajanna can you see them
44:29
effect okay so can we do we give percentages on those we got we got the
44:36
numbers they're yet to actually put out quite a mixed bag a lot of people not committing fair enough it's a tricky
44:43
question um but more saying yes for a few select roles than anything else and then either
44:51
side of that some saying yes for many roles and some saying no I'd be
44:57
interested in what people would see as the roles that would be appropriate for
45:03
this we don't have a clear research on on this particular area but the kind of
45:11
thing that I could imagine would be roles in which there is a strong moral
45:17
leadership component to it so most obviously sort of spiritual leaders for example but I want I'd be
45:24
very interested to know what what other people's thoughts on it where we ended up it on this is that the primary thing
45:32
to do in with these understandings of both mood and personality is to gauge
45:40
the risk certainly don't prejudge people but we want to be aware of these
45:46
influences so that we can we can be aware of people's weak spots the
45:52
situations in which they'll be most susceptible to unethical behavior we
45:58
need to understand the jobs that they're doing what pressures do these jobs put
46:03
people under what can we do with this more practically is to do things like
46:10
target reminders so reminders to behave on to behave ethically to be a very
46:16
effective way of increasing ethical behavior and also you know you can know
46:23
what when the pressure points are in what roles and essentially when to keep
46:29
an eye on people a bit more the other thing that we would emphasize more practically is autonomy and voice
46:38
as I said before we when people have sense of agency responsibility they feel
46:46
empowered then then more likely to behave ethically so you want if we
46:51
increase the level of autonomy that people have within their jobs that's
46:57
likely to help that you know stop them feeling disempowered and likely to follow the path of least
47:06
resistance and so on secondly we can give people a voice
47:12
and I think this is important for two reasons firstly it again encourages that responsibility that encourages the
47:18
active mindset and secondly it's a channel for raising concerns and where
47:24
needed for whistleblowing so that's all from me and I think I will hand back to
47:33
Stuart now and if I can
47:38
brilliant face donate just before we do that there anything you not so much whether there is one question I think
47:44
it's going to be relevant to your sections it came in about a minute ago there's quite a bit of chat going from
47:50
the poll which is put into one question in there it's hard to spot with this treatment Russians and observations
47:55
wouldn't this be tested in the ones one interview scenario based on the hiring managers unconscious behavior in regards
48:02
their views on unethical behavior as a few comments either side of that either
48:08
if you've got chance to see those Johnny now that you've taken your eyes off the slide sort of so to speak yeah so I'm I
48:15
don't I don't think that's a sensible way to progress and if we are going to
48:22
include aspects of personality in in
48:28
recruitment and selection and I think we need to be really really careful about
48:33
that as I said it's not what I would recommend is to go to solution but if
48:40
you were you want to make sure that you're using as robust tools to do that as possible and so I'd say you know
48:48
first of all you need to identify is it a job in which an ethical risk is
48:53
especially important it's it's sort of critical beyond what it would normally
48:59
be obviously it's important that we're all ethical and secondly if you're if
49:05
you are going about it if you are testing that you don't want to do it in a face-to-face unstructured interview
49:11
you want to do it through established psychometric tests great ok there's one
49:18
more where's two questions come in would you not firstly use psychometric testing
49:24
and then you dive a bit deeper in the interview so joining the two together both the testing and the interview
49:31
um I probably would steer clear of the
49:37
latter in terms of using a face-to-face semi-structured interview to try and
49:45
gauge someone's ethical risk as an
49:50
individual no I think you know if you get a very strong from sense from those
49:57
those together that they they may be highly narcissistic for example that may
50:04
be that may make them less appropriate for a role in in many ways
50:11
and but if you if what you're trying to do is assess ethical risk I would stick
50:18
to those robust psychometric tests
50:24
another question come in and that's rather than keep on with Johnny let's let them off there I can see if Mel and
50:30
or when want to take this one as well it's a great question it's a certain big question as well so we're because it
50:36
will be recorded that this is currently April 2020 which will mean a lot to people further down the line as we
50:42
progress through lockdown but if you think the current crisis situation the economic situation risk of job loss etc
50:49
means it is more likely serious unethical behavior Saudi Authority want
50:54
to take that either Gwen mal or Johnny it's now mr. Joe
51:00
might jump in and then work great this is Madison there as well let me give you an additional I'm reading them applicants people can't see them yes
51:06
only here in the firm I'm yesterday where employers were applying for further money's not passing on to
51:12
employees who are without pay so is an addition from a different participant
51:17
there so and chompin already said that's fraud so sorry Mel got bigger great things in so I think that's a really
51:24
interesting question so a stuart noted obviously this is a really unique time
51:29
are we purposely not talked too much about poverty under McCandless because
51:34
this is this research wasn't done in that context and also we will stop
51:39
recording of this webinar sir they applicable in years to come so it's certainly something I was sick of versus
51:46
I was walking on my flies there's been a lot of discussion has in there about how
51:52
people respond to the crisis how business respond to this crisis and I think it's probably too early to say
51:59
whether ill called more unethical behavior but I certainly think is there are some risk factors there but I also
52:05
think there's quite a lot of scrutiny at illumine businesses so there's a lot of
52:10
calling out and coverage of enough business practices so I think it'll be interesting to see how public scrutiny
52:18
or perhaps I should ice businesses into doing the right thing
52:26
yeah noted there if there is some examples of all behavior already but
52:33
arguably some of those businesses didn't have that business practice before the pandemic so it's happened surprising
52:39
that they continue to do so now yeah that would be my reading of that I
52:45
just chip in there so the example that I saw there was employers taking advantage
52:51
of the furloughing monies to make a profit not passing on to employees us
52:56
someone says defraud Yulin and if you're doing that then presumably you'd be
53:01
you'd be likely to behave that sort of way anyway but I think that the question
53:07
of are we likely to see more unethical behavior now is probably yes I think any
53:13
kind of high-pressure scenario and raises the risk of unethical behavior
53:19
this is one of the core sort of risk factors that we need to be aware of
53:24
people are trying to make meet targets make profit and when it becomes more
53:31
difficult they may become more desperate yeah so if I can't just add one one
53:38
thing to that I definitely agree what with what's being said so far but in our
53:43
research as well was done before the current crisis started about going through the interviews I happen to
53:50
reread a conversation that I had with one senior ethics and compliance practitioner because one of the
53:56
questions that I asked it the interviewees was what do you think will be the most challenging issues that you
54:03
will have to face as an ethics practitioner going forward and this one person said to me I think it will be
54:09
changed because we need to help our organizations to manage change in a way that is in accordance with the values
54:16
that we have we our ethics ethical standards so I think that reading that sentence in the present context and it
54:24
was really right because things are changing and it might be the after this this current crisis some of our ways
54:32
some of the ways in which we used to work before we have to change as well and I think that probably this shift
54:38
that was talking about from rules to values will be really really important because particularly in a situation
54:44
where there isn't presidented so we don't really know what to do very often
54:49
we can't say what they would do last time because there was not a last time so having these ethical standards and
54:55
values that have guide us and having a structure within the organization that
55:00
can support all employees but also a probably leadership in the organization
55:06
to avoid all different types of behavior that that were mentioned and actually to
55:11
guide the organization in a way that is in line with the values I think will be very important
55:19
yeah that's a great word once beep sure basis many social situations when
55:24
there's the previous examples good practice but they're certainly for that guidelines that we can stick to when
55:31
were making decisions yeah great effect all just dive on one
55:37
observation come through and I'll share it privately certain on of us this is why personality is so important that
55:42
those who do it or do any opportunity often it doesn't you have to do anything with pressure so yeah well said there
55:50
we've got one question coming through if I could pick up or not I would say that's a little out of sync with with
55:58
the research findings that we come up against which is we find which is that it's much more about risk factors I
56:05
don't think that you can you can identify someone's personality you can
56:11
identify someone's personality reasonably accurately but that doesn't mean that they are always going to
56:16
behave unethically it's much more about their their propensity to behave unethically so I take that last comment
56:24
with a pinch of salt personally right thanks Johnny
56:29
we've got one is that let's just do a quick question which will be relevant what could just be talking about but more broadly it's about communication
56:36
and what are the effective ways of communicating the code if there is one or one developed to employees what's the
56:44
best way to communicate our intentions I think there are many different ways
56:50
and probably one that I think is quite useful is to involve line managers
56:55
because encouraging line managers to communicate the code to employees to have for example the ethics moments at
57:02
the beginning of the main things for instance of finding some time and with their team to address an ethical dilemma
57:09
discuss it and see where they can find guidance in the code will be very very
57:15
useful ways also to make sure that line managers that are so important for the
57:20
embedding business ethics in an organization are aligned with the core values of the organization and as well
57:27
and then they're able to support their employees to do to do the right thing
57:34
great thanks well we're on time nurse is there anything else we need to get across either from Gwen is just been
57:40
speaking mail or Johnny before we wrap up I think one thing that I would want to
57:46
highlight in addition to what Gwen's just said is that assuming that there are process is that for accountability
57:54
within the organization one of them one of the really practical actions that
57:59
employers can take and is to give moral reminders so to think about what points
58:06
to give those reminders and and communicate them effectively so whether
58:11
that's you know through through online or through their the forms that people
58:17
use however it is to think about the most pressing points at which to to give
58:24
more reminders and then remind people of their duties at that point that can have
58:30
a big impact on ethical behavior great thank you.thank saw a nice passing
58:38
comment dad that storytelling should work as well which i think is a good observation as much as a good question
58:43
great thank you everyone avert to a round of applause for Gwen Mel and Johnny as well as for everybody on the
58:49
session today we really appreciate your time energy and enthusiasm as well as your comments towards the end the
58:55
questions going to be really really interesting to see that I've also posted the recordings where they are on the
59:01
website from sessions number one and two and the same link that I post it will be when this session will be held if you
59:07
want to go through it again pick up on a particular section slow it down a little bit take a look at slides or even better
59:13
share it with colleagues as well so they've got a wider application of what you've seen here which is really really
59:18
important so hopefully you can do that I'll leave the session running we'll put those all down to the muting and talking
59:24
if you want to scroll back to the chat you can grab that last your URL as well as the URL to writing those questions
59:30
throughout so if there's something that caught your attention with it URL you can click on that straight away and all
59:36
sort of copy it so you've got those references going forward but thank you very much for those who returned in this
59:41
session I'm sure many of you been on sessions one and two as well so thanks very much all a lil' wrap up the session
59:47
there
59:54
you
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