Maintaining a strong ethical culture within an organization is good for business, resulting in less misconduct, more frequent reporting of unethical behavior, and less retaliation against those who report violations.
But creating an ethical culture within an organization, whether large or small, takes work. An organization must identify its core values and then develop a code of ethical conduct that promotes those values and squares with the laws and regulations that govern its operations. Then the organization must train its employees—from top managers to entry-level personnel—in the code of ethics, continuously monitor compliance with the code, and administer discipline when the code is violated.
This course takes managers, supervisors, and leaders of organizations through the entire process of developing and implementing an appropriate ethics program to produce the strong ethical culture that allows organizations to flourish.
Managers, Supervisors, and Leaders of Businesses and Organizations
TIME TO COMPLETE:
To outline the guidelines for establishing a vigorous and enforceable ethics program and to teach leaders of organizations how to build ethical workplace cultures.
After completing this course, the learner will be able to:
- properly define the term “ethics” as it relates to business conduct;
- distinguish between myths and facts regarding ethics and ethical business conduct;
- identify the legal basis for establishing organization-wide ethics programs, particularly the requirements set forth in the Federal Sentencing Guidelines for Organizations;
- identify the characteristics of an effective workplace ethics program;
- build an ethics program consistent with an organization’s values; and
- apply ethical reasoning skills to real-life ethical dilemmas.
- Definitions of Ethics
- Myths and Facts about Ethics and Ethical Business Conduct
- The Distinction between Ethics and Compliance
- Requirements for Effective Ethics Programs Set Forth in the Federal Sentencing Guidelines for Organizations
- Characteristics of Vigorous, Organization-Wide Ethics Programs
- How to Develop a Code of Ethics for an Organization
- Case Studies of Ethical Problems
HR CERTIFICATION INSTITUTE
This program has been approved for 1.0 recertification credit hour[s] toward PHR, SPHR, and GPHR recertification through the HR Certification Institute. For more information about certification or recertification, visit the HR Certification Institute homepage at www.hrci.org.
(The use of this seal is not an endorsement by the HR Certification Institute of the quality of this program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.)
SOCIETY FOR HUMAN RESOURCE MANAGEMENT
The Human Equation is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. This program is valid for 1.0 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit www.shrmcertification.org.
- Chapter 1: Instructions
- Course Objectives
- Chapter 2: Introduction
- Chapter 3: Defining Ethics
- Actions and Decisions Affect Others
- Different Individuals, Different Values, Different Codes of Ethics
- Chapter 4: Myths and Facts about Ethics
- Myth: Ethics is a Passing Trend
- Myth: Employers Can’t Really Teach or Compel Ethical Behavior
- Fact: Ethics Programs Work
- Myth: Ethics is Synonymous with Compliance
- Fact: Ethics and Compliance Programs Go Together
- Myth: Ethics is an Individual Matter
- Fact: Organizations Can Promote Ethical Conduct
- Myth: Ethics Don’t Help the Bottom Line
- Fact: A Strong Ethical Program is Good for Business
- Case Study: Individual or Organizational Ethics?
- What the Case Reveals about Business Ethics
- Chapter 5: Legal Underpinnings of Ethical Codes
- Effective Deterrence and Ethics Programs
- The Legal Definition of an Effective Ethics Program
- Requirements for Effective Ethics Programs
- Page 36, 37, 38, 39, 40, 41
- Assessing the Effectiveness of an Ethics Program
- Factors Considered in Determining Adherence to the FSGO
- Effects of the Federal Sentencing Guidelines
- Chapter 6: Characteristics of an Effective Workplace Ethics Program
- Characteristics of an Effective Workplace Ethics Program: From the Top…
- Characteristics of an Effective Workplace Ethics Program: …To the Bottom
- Characteristics of an Effective Workplace Ethics Program: Put it in Writing
- Characteristics of an Effective Workplace Ethics Program: Mandatory Training
- Characteristics of an Effective Workplace Ethics Program: Ongoing Dialogue
- Characteristics of an Effective Workplace Ethics Program: Monitor Compliance
- Characteristics of an Effective Workplace Ethics Program: Ongoing Evaluation
- Chapter 7: Developing a Code of Ethics
- Building an Ethics Program: Identify Organizational Values
- Building an Ethics Program: Compile a List of Core Values
- Building an Ethics Program: Distinguish Values from Ethics
- Building an Ethics Program: List Preferred Behaviors
- Building an Ethics Program: Distribute the Code of Conduct to All
- Building an Ethics Program: Provide Training
- Building an Ethics Program: Monitor Compliance
- Building an Ethics Program: Revisit the Code Periodically
- Chapter 8: Case Studies of Ethical Problems
- Scenario #1: Whose Discount Is It, Anyway?
- Scenario #1: Whose Discount Is It, Anyway?
- Case Study #2: I’ve Got a Secret
- Case Study #3: Conflicting Loyalties
- Have a Plan for Resolving Ethical Dilemmas
- Chapter 9: Conclusion
- Chapter 10: Time for Review