Some topics how to organize their formation using E – Learning short courses



• It is not possible to "train" people to behave ethically, merely to make them aware of the issues, the benefits of integrity and the penalties for transgression;

• Must mention but minimize the negative and not be accusatory or confrontational;

• Needs not only to deal with the obvious, but the unconscious behaviours that people do not always associate with ethics;

• Emphasis given to how ethics can permeate other systems and processes, eg: IT, selection & recruitment, use of property, cash handling, supervision of staff, EEO etc.;

• Training should be participative and interactive, using believable "real-life" situations in case studies/scenarios, and small group discussions to bring out principles and standards;

• The purpose of changing people's behavior and to have ethical standards reflected in and Incorporated into all decision making processes and management systems;

• Should demystify ethics and communicate standards in the most straight forward and accessible terms; and

• Ultimately the majority of basic ethics training should be subsumed within normal training activities as simply "best practice" such as induction, sales training, management development.

Who should be included?

• All employees from CEO down (in order of priority as to need)

• All new employees through orientation (all levels of recruits)

• Specialised training for people in marketing, advertising, HRM, product safety etc.

• Priority for those perceived to be at potentially high risk of susceptibility (EQ: direct public contact, security, contracts, property management, cash-handling etc., distant from HQ etc.).

General content of ethics training

• Reasons why Ethics is important;

• Introduction to the theory of Ethics and to terminology;

• Minimum standards that apply to the organization or entity;

• Coverage of the range of issues pertinent to organization or profession;

• Examples of situations that can arise and how they should be dealt with; and

• Questions and Answers on any aspect of ethics in organization / entity

• Training should be evaluated and monitored over time to ensure that it is having an effect on behavior.

Some possible generic programs for various groups:

CEOs and senior executives

• Introduction to ethics issues and the scope of ethical considerations, as these apply to the organisation or profession;

• Special roles ofCEO and senior managers;

• Ethics issues and their roles within industry-wide context and, if relevant, internationally;

• Ethics and management systems eg: impact on areas such as HRM, financial management, property and assets management, purchasing, sales, contracts etc (as appropriate);

• Self-assessment techniques for senior managers;

• The right way to approach instances of alleged improper conduct (investigations etc.);

• Legal issues related to ethics relevant to the industry, organization or profession; and

• Where to seek £luther advice and/or consultancy.

Middle Managers & Supervisors

• Introduction to ethics issues and the scope of ethical considerations, as these apply to their roles in the industry, organization or profession;

• The role of the manager and supervisor in dealing with ethics (advising staff, setting examples, being vigilant regarding potential ethical issues within their areas of control etc.).

• Identifying and resolving ethical issues ( eg: conflicts of interest).

• Ethics and management systems eg: impact on areas such as HRM, financial management, property and assets management, purchasing, sales, contracts etc (especially where these are devolved) etc.

• Ethical issues in the provision of products and services to customers (eg: marketing, supply, quality etc).

• Self-assessment techniques for managers;

• The right way to approach instances of alleged improper conduct (investigations etc.);

• Where to seek further advice and/or consultancy.

New Employees

• Roles and responsibilities within organization or profession, expectations;

• Following the right behavioral examples at work (custom and practice may not be the right conduct to emulate);

• Maintaining your own values and setting yourself high standards of ethical behaviour;

• Introduction to ethics issues and the scope of ethical considerations relevant to the industry, organisation or profession;

• Confidentiality, security of information, privacy and Freedom ofInformation (the customer's expectations and rights etc.);

• Appropriate and inappropriate ways of handling matters, seeking information, seeking cooperation or action and how to seek assistance with ethical problems;

• Penalties for non-compliance with standards / Codes etc.

Human Resource Managers

• Ethics issues generally as these apply to HRM;

• The special role(s) of the HRM and staff in training and awareness raising (if this is in their charter).

• Ethics and HRM Systems, eg: staff selection, discipline, grievances, performance management, conflict of interests, proper conduct etc.

• Non-compliance, case-handling and investigations.

• Professional roles and responsibilities (balancing dual loyalties)

• Where to seek and suppOJ1 and advice

Special advisors and/or ministerial staff (mainly in the public sector)

• Ethics and the Public Sector: An introduction to ethics issues and the scope of ethical considerations, as these apply to public sector employees at all levels. The proper and improper roles of public sector employees.

• The special role of ministerial staff and their responsibilities in dealing with agency staff ("do's and don'ts", particular ethical issues which can arise etc.).

• Appropriate and inappropriate ways of handling matters, seeking information, seeking cooperation or action etc. Proper and improper points of access.

• Central agency roles, responsibilities and support (advisory and consultancy) services available to them.