HR Digest

APRIL 27, 2019

Corporate compliance officers already know that violation of anti-retaliation statues is an unjustifiable risk. The magnitude of this significant problem is outlined in ECI’s Global Business Ethics Survey. A 2019 Hotline and Incident Management Benchmark Report states that only 1.18

Compliance Officer 40

Compliance Officer Compliance Benchmarking Ethics 40

Harvard Business Review

MARCH 13, 2017

Supreme Court, once said , “Ethics is knowing the difference between what you have the right to do and what is right to do.” While the benefits are clearly far-reaching and potentially game changing, there are ethical questions to consider. Potter Stewart, justice of the U.S.

Ethics 9

Ethics Company Committee Chief Information Officer 9

Harvard Business Review

DECEMBER 29, 2016

It’s hard for good, ethical people to imagine how these meltdowns could possibly happen. But what about the ordinary engineers, managers, and employees who designed cars to cheat automotive pollution controls or set up bank accounts without customers’ permission? Wells Fargo. Volkswagen. and the U.K.,

Ethics 12

Ethics Company Emotional Intelligence Short-term 12

Harvard Business Review

SEPTEMBER 17, 2018

Companies usually manage bribery and corruption risk through a mix of internal processes, certification requirements, and basic good practices throughout their operations — including with suppliers and vendors. It covers bribery in all of its forms — direct and indirect, inbound and outbound.

Company 8

Company Compliance Ethics Globalization 8

Harvard Business Review

NOVEMBER 14, 2018

Some of the worst corporate disasters of the past two decades were heralded by whistleblowers: Sherron Watkins raised the red flag internally at Enron, Cynthia Cooper let management know of major accounting problems at WorldCom, and Matthew Lee brought problems to his management team at Lehman Brothers. But that’s not the case.

Company 12

Company Report Compliance Officer System 12

Harvard Business Review

AUGUST 28, 2018

For example, Sharon (all names have been changed), an administrator in a compliance office, recounted an interaction with a male colleague. Lucy, a senior manager in development, described executive-style leaders as “cold and rational… They aren’t compelling, passionate or interesting.”

Self-aware 13

Self-aware Leadership Styles Compliance Officer Career 13

Harvard Business Review

AUGUST 28, 2018

For example, Sharon (all names have been changed), an administrator in a compliance office, recounted an interaction with a male colleague. Lucy, a senior manager in development, described executive-style leaders as “cold and rational… They aren’t compelling, passionate or interesting.”

Self-aware 8

Self-aware Leadership Styles Compliance Officer Career 8