Many organizations enact codes and provide training and assessments to improve ethical conduct among their employees. However, they may not be aware of how power imbalances in employee relationships impact the implementation of these codes and policies. Without addressing power imbalances, such codes and policies may not be as effective. The tone from the top will determine the echo from the bottom. Senior management needs to ensure that they support proper training and resources for persons in charge of investigating ethical breaches. They must also ensure that investigations into ethical breaches are allowed to get at the truth without fear or favour. The general perception that top performers are often given greater leeway than other employees when they breach the rules, only serves to undermine trust in the organization’s codes and policies that are aimed at improving ethical conduct.
In this program, participants will learn about power imbalance and how it impedes the ethical culture of the organization, namely during the investigation process and when conducting due diligence. They will be exposed to real life local examples and case studies of how ethical breaches were addressed.
At the end of the program, participants will be better equipped to:
- Understand how power imbalance affects an organization’s ethical culture;
- Recognize factors that can impede investigations and due diligence;
- Understand how to address these impediments.
Who should attend?
- Senior Management
- Heads of Department
- Company Secretaries
- Compliance Officers and
- Anyone who is interested in attending
Power Imbalance – The Spanner in Ethical Frameworks
JULY 18 – 19
9.00am – 1.00pm
This course will be offered digitally.