Developing Best-In-Class
Compliance & Ethics Programs:
Insights from Research
WMACCA Government Contracts Forum
Patricia J. Harned, Ph.D., Ethics Resource Center
Overview
Impact of
Effective
Programs
Key Drivers
Impacting
Behavior
New Insights
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About the NBES®
Workplace ethics from employee perspective
NBES® 2011:
•Participants: 18 or older; 20+ hrs/week in US companies
•4800 valid responses, employed in business
NBES® 2013:
• Participants: 18 or older; 20+ hrs/week in US companies with
annual revenue of $5B or more
• 6420 valid responses, employed in business
NBES® of Social Networkers:
• Participants: 18 or older; 20+hrs/week in US companies; active on
at least one social networking site
• 2089 valid responses
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Impact of Effective Programs
Why Programs & Culture Matter
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Driver #1: Leadership
Commitment
The Difference Sr. Leadership Makes
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Your ‘Tone’ Might Not be Getting Through
Most executives think of themselves as ethical leaders.
One level down they are perceived as ethically neutral or altogether
unethical.
Trevino, Hartman & Brown. (2000). California Management Review
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Driver #2: Supervisor Support
The Critical Role of Supervisors
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Driver #3: Accountability
Systems
Inside the Mind of a Whistleblower
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Why Employees Choose Not to Report
I didn't believe corrective action would be taken.
55%
I didn't trust my report would be kept confidential.
45%
It is an accepted behavior in my company.
43%
The issue had already been addressed by someone else.
38%
I feared retaliation from senior leadership.
34%
I would have had to report it to the person involved.
33%
I feared retaliation from my direct supervisor.
30%
I resolved the issue myself.
28%
I heard about someone who experienced retaliation for reporting.
25%
Someone else I know experienced retaliation for reporting.
25%
I thought someone else would report it.
25%
I feared retaliation from my coworkers.
24%
At the time, I did not believe it was misconduct.
23%
I didn't know whom to contact.
19%
I was retaliated against in the past for reporting.
17%
I was involved in the misconduct.
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3%
New Insights from NBES 2013
Frequency of Misconduct
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Breadth of Misconduct
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Insights on Misconduct
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Bad Trees vs. Bad Apples
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Most Employees Report Internally
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Prevalence of Social Networking
Findings from National Business Ethics Survey of Social Networkers
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In Case You Missed Them…
Reports in the NBES Series (2011-2013):

2011 and 2013 National Business Ethics Surveys

Inside the Mind of the Whistleblower

Retaliation: When Whistleblowers Become Victims

Generational Differences in Workplace Ethics

National Business Ethics Survey of Social Networkers: New Risks
and Opportunities at Work

National Business Ethics Survey of Fortune 500® Employees

National Business Ethics Survey of the Construction Industry
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For More Information:
www.ethics.org
Patricia J. Harned – pat@ethics.org