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

1. Ethical employers
by Toronto Training and HR
May 2014

2. CONTENTS
3-4 Introduction
5-6 Ethics-does it make a difference?
7-8 Ideologically driven language
9-10 What is at the core of bad behaviour?
11-12 Ethics of corporate apologies
13-14 Why are ethics in decline?
15-17 Creating a culture of ethical behaviour
18-19 Employee risk
20-23 Payroll ethics
24-26 Ethical leadership
27-28 Pre-employment integrity tests
29-30 Orderly and disorderly organizations
31-32 Education and ethics
33-34 Stress facilitation
35-36 Ethics-related risk exposures
37-39 Virtues and the threat they pose
40-41 Messages that cause baggage
42-44 Values
45-47 Moral people and moral managers
48-49 The concept of moral licensing
50-51 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Ethics-does it make a
difference?

6. Ethics-does it
make a
difference?
ETHISPHERE
• “These companies also
understand that a strong
culture of ethics is also
key to helping drive
financial performance”
Page 6

7. Page 7
Ideologically driven
language

8. Ideologically
driven
language
• Econophonics
• Potensiphonics
Page 8

9. Page 9
What is at the core of bad
behaviour?

10. What is at the
core of bad
behaviour?
• Need or perceived
pressure
• Opportunity
• Rationalization
• Prevention
Page 10

11. Page 11
Ethics of corporate
apologies

12. Ethics of
corporate
apologies
• Peculiarities of corporate
apologies
• Differences
• Ideal elements of an
ethically good, authentic
corporate apology
Page 12

13. Page 13
Why are ethics in decline?

14. Why are
ethics in
decline?
• A me-first attitude
• Craving for power, status,
wealth and recognition
• An “everybody is doing it”
attitude
• A lack of accountability
• A social acceptance of
wrongdoing as a way to
succeed
• A “rot at the top” stain
• A focus on short-term
benefitsPage 14

15. Page 15
Creating a culture of
ethical behaviour

16. Creating a
culture of
ethical
behaviour
1 of 2
• State the values that matter
and why-for your
organization, your clients
and every employee
• Publicize the organization’s
commitment to ethical
values
• Top-down leadership must
commit to ethical values
• Managers at every level
must pledge to learn, teach
and apply the values stated
Page 16

17. Creating a
culture of
ethical
behaviour
2 of 2
• Remind the entire organization
that the right thing to do is
always to do the right thing
• Mottos and mission
statements make a difference
when they are displayed
throughout the workplace
• Be quick to take action when
ethics and values are violated
• Ethical training and
discussions help put values to
work
Page 17

18. Page 18
Employee risk

19. Employee risk
• Need
• Opportunity
• Attitudes
Page 19

20. Page 20
Payroll ethics

21. Payroll ethics
1 of 3
• What is it about?
• Confidentiality
• Integrity/trust
• Legality
• Compliance
• Security
• Human errors
• Systems
Page 21

22. Payroll ethics
2 of 3
PAYROLL CONTROLS
• Payroll processing
• Payroll record retention
• Payroll employees
• Payroll clients
Page 22

23. Payroll ethics
3 of 3
STEPS TO TAKE
• Values and beliefs
• Simple language
• Provide examples
• Draft, edit and review
• Present and review
Page 23

24. Page 24
Ethical leadership

25. Ethical
leadership
1 of 2
• Hypocritical leaders
• Ethical leaders
• Unethical leaders
• Ethically neutral (silent)
leaders
Page 25

26. Ethical
leadership
2 of 2
• Prevention focus
• Promotion focus
Page 26

27. Page 27
Pre-employment integrity
tests

28. Pre-
employment
integrity tests
BUSINESS INDICATORS
IMPACTED
• Integrity
• Absenteeism
• Safety
• Illegal substance use
• Tenure
• Potentially unsuccessful
hire
Page 28

29. Page 29
Orderly and disorderly
organizations

30. Orderly and
disorderly
organizations
• Recruitment and hiring
practices
• Supervisory and
management practices
• Corporate ethics and
satisfaction programs
• Risk management
programs
• Facility appearance and
organization
Page 30

31. Page 31
Education and ethics

32. Education and
ethics
• What are business schools
doing?
• Potential sources of
decoupling
• Themes to avoid
decoupling
• Drivers of decoupling
Page 32

33. Page 33
Stress facilitation

34. Stress
facilitation
• Stress
• Dishonesty
Page 34

35. Page 35
Ethics-related risk
exposures

36. Ethics-related
risk exposures
• Counter productivity
• Criminal behaviour
Page 36

37. Page 37
Virtues and the threat
they pose

38. Virtues and
the threat
they pose
1 of 2
• Altruism
• Benevolence
• Compassion
• Courage
• Moral
• Forgiving
• Generous
• Gratitude
• Honesty
• Hopeful
Page 38

39. Virtues and
the threat
they pose
2 of 2
• Patient
• Socially responsible
• Spiritual
Page 39

40. Page 40
Messages that cause
baggage

41. Messages that
cause
baggage
• A mindset that disparages
values
• Demonizing those that
need help
• A stigmatization of
goodness
Page 41

42. Page 42
Values

43. Values 1 of 2 • At the heart of motivated
choice
• Personal values
• Basic biological,
psychological and social
needs
• Universal value types x 10
• Higher order value types
x 4
Page 43

44. Values 2 of 2 HIGHER ORDER VALUE
TYPES x 4
• Self-enhancement
• Openness to change
• Self-transcendence
• Conservation
Page 44

45. Page 45
Moral people and moral
managers

46. Moral people
and moral
managers
1 of 2
MORAL PERSON
• Traits
• Behaviours
• Decision-making
Page 46

47. Moral people
and moral
managers
2 of 2
MORAL MANAGERS
• Role modelling
• Rewards/discipline
• Communication
Page 47

48. Page 48
The concept of moral
licensing

49. The concept
of moral
licensing
• The moral balance model
• Identity orientations
• Organizational citizenship
behaviour
• Moral license
• Counterproductive work
behaviour
• Personal reputation
Page 49

50. Page 50
Conclusion, summary and
questions

51. Page 51
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions