RCG209Ethical conduct, change management, moving from rules to values

COURSE SUMMARY

This course provides participants guidance on moving from a compliance-culture where people adhere to (or not) strict rules but don’t always see risks, to one where ethical conduct dictates business decisions.

COURSE DETAILS

Course Fee SGD 550
Course Duration 1 Day
Course Timing 9:00am - 5:00pm
Course Venue M Hotel and similar
SDF Approved NA
Skills Future Credit NA
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Many organisations have comprehensive E&C programmes but still experience problems. The problems tend to occur for one of two reasons: people didn’t understand the rules or people found ways around them. Overly-complicated E&C can cause confusion – especially in heavily regulated sectors and/or those with considerable manual work (manufacturing, construction, infrastructure, transport, etc.). Too many rules can also mean lots of potential gaps. Moving to a culture where morality and ethics are used more to dictate decisions can significantly improve not only E&C but commercial performance. It can also be a brand differentiator, competitive advantage, and attract top talent as employees become more discerning. Done well, it will also reduce the burden on stretched E&C teams and budgets.

On completion of this programme, participants will:

  • Understand how change management principles can be applied to E&C
  • Use toolkits to determine organizational readiness to move from rules to values
  • Identify key challenge areas and possible resolutions
  • Assess which areas of E&C can be safely operates using ethics and values, and which may still require E&C oversight
  • Gain templates and tools to implement change management programmes
  • Assess the efficacy of E&C change management implementation

1. Introduction to Change Management

  • Summary of how change management relates to E&C
  • Lewin’s model
  • Kotter’s theory
  • McKinsey Model
  • The Prosci ADKAR Model
  • How to choose between them

2. Assessing change management readiness

  • The change checklist
  • Readiness assessment steps
  • Management and resources requirements
  • Setting timeframes and communicating to stakeholders

3. Key E&C culture change challenges

  • Senior management commitment
  • E&C’s reputation and role in the organisation
  • Reasons for change (outside and inside forces)
  • Realistic outcomes and resources

4. Where can E&C be owned by the business?

  • Rules-based benefits and challenges
  • Principles-based benefits and challenges
  • Assessing complexity of E&C areas
  • Globalised vs. localised regulation
  • Common challenges and how to overcome them

5. Implementing change

  • Right-sizing the programme
  • Training and communication
  • Tone from the top
  • Frontline risk assessment
  • What else worked?

6. Testing E&C culture change

  • Change management metrics
  • KPIs and incentives
  • Culture beats controls
  • Business leaders and entrepreneurs
  • Investors in businesses
  • Chief Compliance and Ethic Officer
  • Internal Auditor, Forensic Auditor
  • Risk Management Officer
  • Operations and frontline staff managing E&C issues
  • CFO, Finance Manager, Accountant
  • Human Resource Manager

Presentation, group discussion, case study. Multimedia, interaction and template sharing.

Rupert Evill

Rupert Evill

Rupert has 18 years of global experience across more than 30 sectors. He has deep expertise in managing frontline risks, delivering immersive training, conducting intelligence-gathering operations, investigations and managing acute crises. Before founding Ethics Insight, he spent 13 years working for Control Risks, focusing on training, investigations, incident response, and ethics & compliance advisory support. Rupert started his career in counter-terrorism and political risk analysis.

Rupert has augmented his professional experience with a Postgraduate Diploma with Merit in Behavioural Analysis and Investigative Interviewing, becoming an accredited trainer with The Emotional Intelligence Academy. He is a Certified Fraud Examiner. Rupert was also one of only 1% of employees selected for training – by an organization with more person-hours of crisis response experience than any other public or private entity globally – to respond to kidnap, threats, and extortions. He passed selection and was subsequently deployed in the crucial first 24hrs on missions across Asia.

Rupert uses this training and frontline experience – having seen what works and what doesn’t – to inform practical and effective guidance to help organizations better predict, prevent, adapt and respond to challenges. Rupert has operated in more than 40 countries. He is now based in Singapore and has lived in Asia for over 9 years, after working across Europe for a decade. Examples of Rupert’s recent experience and credentials include:

  • Achieved a 98% positive rating from 700+ people across 50 workshops over the last 4 years.
  • Developed the Ethics Insight benchmarking and implementation platform, which, simplifies E&C, and on average, saves clients 6-12 months and 80% on costs.
  • Gathered hard-to-get intelligence and conducting sensitive investigations in high-risk scenarios (including hostile state actors), without compromise.
  • Expert trainer in risk assessment techniques, deception detection, non-confrontational investigative and intelligence-gathering interview techniques and forensic emotional analysis.
  • Responded to and investigated (where necessary) 40 whistle-blower allegations across 20 countries in the past year.

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