Have you ever wondered how different cultures and generations engage with a company's code of conduct? Do employees across the globe really follow ethical guidelines in the same way, or are there stark contrasts depending on where they are and what they do?
In this episode of Corruption, Crime & Compliance, Michael Volkov explores LRN's latest Code of Conduct Report, which reveals vital benchmarks and trends that can help companies strengthen their ethics and compliance programs. As LRN consistently See more +
Have you ever wondered how different cultures and generations engage with a company's code of conduct? Do employees across the globe really follow ethical guidelines in the same way, or are there stark contrasts depending on where they are and what they do?
In this episode of Corruption, Crime & Compliance, Michael Volkov explores LRN's latest Code of Conduct Report, which reveals vital benchmarks and trends that can help companies strengthen their ethics and compliance programs. As LRN consistently provides high-quality insights on ethics and compliance, this episode dives deep into the findings that highlight how the code of conduct can serve as the cornerstone of a company's ethics culture—if used effectively.
You’ll hear him discuss:
--How the usage of codes of conduct differs across geographic regions, with India, China, and Australia showing the highest engagement rates.
--The surprising statistic that 35% of employees in the Netherlands reported never consulting their company’s code of conduct.
--The impact of training, with countries like China and India seeing the highest percentage of employees trained on their code of conduct.
--The generational divide, with Gen Z employees consulting their codes of conduct more than Baby Boomers, despite prior reports suggesting Gen Z's tendency to bend rules.
--The significant gap in perceptions of code usage between senior leaders, middle managers, and frontline employees.
? The role of hybrid work in fostering higher engagement with codes of conduct, contrary to the common assumption that remote work leads to disengagement.
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