As we end this month on the intersection of HR and compliance, I have developed a series of goals and objectives which you might want to use as a starting point for operationalizing your compliance initiatives through your corporate HR function.
- How are compliance goals cascaded down to individual workers?
- Does anyone complain that your compliance targets are too complex?
- How do you deal with repeated compliance failures in a specific business segment or compliance program area?
- How does your company show that attracting and developing talent who will engage in ethical business conduct is a top priority?
- How long is compliance underperforming tolerated?
- What makes it distinctive to work at your company?
- How do compliance programs that are not working typically get exposed and remediated?
- What key compliance indicators do you use for compliance tracking?
- For a given compliance problem, how do you identify the root cause?
- What are you doing to retain your top employees from the compliance perspective?
Compliance practitioners continually face the challenge of keeping up with the ever-evolving compliance best practices with little or no budget increase. By asking yourself and of your compliance program these questions you may create a road map to more fully operationalize your compliance regime.
Three key takeaways:
- What are the unique compliance targets you have set and how interconnected are they to your business unit goals?
- Use a root cause analysis to determine why compliance initiatives are not successful.
- Retraining employees in compliance is an under-utilized tool.
For more information, check out The Compliance Handbook, 4th edition, here.
