Employee training is a subject that has been examined at length. This ECI research report offers an exclusive ethics and compliance perspective on training. The report acknowledges a certain amount of overlap with studies that more broadly examine training methods. However, because of the specificity and design of ECI?s research, the report provides important insights related to ethics and compliance (E&C) training. Two complementary surveys were conducted. The first survey explored the experiences of employees who had taken company E&C training. The second gathered information about training from the perspective of E&C practitioners. The results of these two surveys contrast the intended goals of E&C training and the employee beliefs about the usefulness of the training they received. The results outline which activities are associated with the best results. Important E&C training components emerged. Employees see the need for and have positive views of ethics and compliance training, but stress the need for the training to be applicable and informative. The survey indicates, and the results advocate, the use of in-person or monitored training when organizations are influencing their culture or critical policies. The survey also identified the critical importance of senior leadership?s visible participation during the training process. Whether in person, or by video, the impact and desired results of training are significantly better when senior leaders are a visible part of the training. This aligns with previous research by ECI indicating that employees? perceptions of the tone at the top come from their perceptions of their personal interactions with leadership. Even if by communicated video, employees indicate that they are positively impacted by senior leadership?s endorsement of training.
Employee training is a subject that has been examined at length. This ECI research report offers an exclusive ethics and compliance perspective on training. The report acknowledges a certain amount of overlap with studies that more broadly examine training methods. However, because of the specificity and design of ECI?s research, the report provides important insights related to ethics and compliance (E&C) training.
Two complementary surveys were conducted. The first survey explored the experiences of employees who had taken company E&C training. The second gathered information about training from the perspective of E&C practitioners. The results of these two surveys contrast the intended goals of E&C training and the employee beliefs about the usefulness of the training they received. The results outline which activities are associated with the best results.
Important E&C training components emerged. Employees see the need for and have positive views of ethics and compliance training, but stress the need for the training to be applicable and informative. The survey indicates, and the results advocate, the use of in-person or monitored training when organizations are influencing their culture or critical policies. The survey also identified the critical importance of senior leadership?s visible participation during the training process. Whether in person, or by video, the impact and desired results of training are significantly better when senior leaders are a visible part of the training. This aligns with previous research by ECI indicating that employees? perceptions of the tone at the top come from their perceptions of their personal interactions with leadership. Even if by communicated video, employees indicate that they are positively impacted by senior leadership?s endorsement of training.
