Do the right thing: ethics training programs help employees deal with ethical dilemmas

HR Magazine, Feb, 2005 by Kathryn Tyler

Decision-making models. Decision-making models present questions employees can ask themselves to help them make ethical decisions. For instance, employees at Dallas-based Texas Instruments Inc. receive this compass:

* Is the action legal?

* Does it comply with our values?

* If you do it, will you feel bad?

* How would it look in the newspaper?

* If you know it's wrong, don't do it!

* If you're not sure, ask. Keep asking until you get an answer.

Employee ethics resources. Teach employees how to report ethics violations and where they can go to ask questions. Employees should have confidential vehicles for reporting violations outside the chain of command--a toll-free telephone number with voice mail, an e-mail address and a physical drop box.

"For many years, HomeBanc has operated what we call our Associate Hotline, which goes directly to a voice mail in our CEO's office so that employees can voice concerns directly to the CEO, who can then take action," says Reighard.

Role-playing scenarios. Practical scenarios where employees can test their ethical knowledge are crucial. "To make it relevant to employees' jobs, provide some real-world examples from your business and detail how they fit or violate the policy," says Reighard.

Examples must be in line with the audience, recommends Paskoff. "While the underlying message is the same, find different examples for different positions," says Paskoff. "For an entry-level position, you might say, 'Don't falsify an expense report and meal. Don't list a $10 cab ride as $20.' But that same example would sound trivial" to upper-level managers.

Remember to include positive examples--people doing things right. "Many training programs tell employees what they should not do. Few show employees [how to do] the right thing," says Harned.

Taylor asks training participants to bring in ethical dilemmas they've had at work to understand how the decision-making model would apply. "When they bring in their own stories, it creates a better team feeling and they remember the model," says Taylor. How do companies feel about using confidential information in the classroom? "We don't share [any information] outside of the classroom. Trust is built. It creates an environment where people feel safe."

"It is helpful to have a group around you to argue and talk," says DeMars.

Online vs. In-Person Training

The benefits of interactive ethics training through role-playing is one reason why experts say it should be in-person. The most effective training begins with in-house, in-person sessions, led by organizational leadership," says Harned. After in-house training, organizations may "reinforce training online to be sure the training is consistently delivered."

Sideman agrees: "Web-based technology reaches every employee in any part of the world. We can tailor it to each employee's job with real-life scenarios they confront. Companies can take their code of conduct in over 30 languages and unify their global culture."

However, to get the maximum benefit, at least part of the training should be done in-person. An external vendor may be able to help facilitate the training, but it is most compelling if it comes from executives and other respected individuals within the organization. Taylor recommends finding volunteers within the company to serve as ethics champions. "Find extraordinary people other employees pay attention to," he suggests, and ask them to be mentors that other employees can go to for advice on ethical dilemmas.