Are you concerned about ethics in the workplace?

After watching movies like “Bombshell” and the Showtime series “The Loudest Voice,” you see why employees are often afraid to challenge behavior even if it is unethical, illegal, and a violation of a company’s code of conduct.

The answer resides often in the culture. And when sexual harassment or other unethical behaviors are exhibited at the top levels of an organization, a message is clearly communicated: This behavior is tolerated here. And the behavior can negatively affect the entire system.

To many, ethics is the choice of right over wrong, good over bad, moral over immoral. Employees are expected not only to behave ethically, but also to be treated ethically. Typically, the standards of the broader society guide what is acceptable.

Ethical behavior builds a climate of trust within a company and with its customers. A lack of ethics can damage relationships, ruin reputations, and negatively impact the success and future of the company.

Although what constitutes ethical behavior may seem obvious to many, you will find some who do not characterize inappropriate behavior as unethical. Due to one’s upbringing and experiences and nurtured by unethical behavior in the larger society, some people believe, for example, that sexual harassment is okay. They may actually call it unavoidable. Therefore, you cannot assume that your employees define ethical behavior similarly. If ethical behavior matters in your organization, then you must be sure employees know it and are a fit with those values.

Unethical behavior is often illegal

Depending on the city, state, or country of the workplace, sexual harassment or other unethical behaviors may be illegal. For example, in the US, sexual harassment is an illegal form of discrimination. The U.S. Equal Employment Opportunity Commission describes sexual harassment this way:

• It is unlawful to harass a person (an applicant or employee) because of that person’s sex. Harassment can include “sexual harassment” or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature.
• Harassment does not have to be of a sexual nature, however, and can include offensive remarks about a person’s sex. For example, it is illegal to harass a woman by making offensive comments about women in general.
• Both victim and the harasser can be either a woman or a man, and the victim and harasser can be the same sex.
• Although the law doesn’t prohibit simple teasing, offhand comments, or isolated incidents that are not very serious, harassment is illegal when it is so frequent or severe that it creates a hostile or offensive work environment or when it results in an adverse employment decision (such as the victim being fired or demoted).
• The harasser can be the victim’s supervisor, a supervisor in another area, a co-worker, or someone who is not an employee of the employer, such as a client or customer.

In some cities and states there are additional laws that protect human rights.

What people view as unethical and illegal will vary based on the country

The World Policy Analysis Center at UCLA provides a map indicating the status of laws against sexual harassment around the world. The graphic indicates the countries where there are no laws prohibiting sexual harassment, as well as where the laws only deal with harassment of women, and where the laws cover harassment for both women and men.

Employees must be informed of the laws and understand the consequences of violating them.

Unethical behavior is usually a violation of a company’s code of conduct

In order to reduce unethical practices, look at these actions from a cultural perspective. If an organization has clear guidelines on employee behavior and ethics in the workplace, then unethical behavior probably violates the company’s code of conduct. This code describes the type of behavior that the company expects in the workplace.

Individuals do not necessarily have the same views on what is ethical. Therefore, this code of conduct is essential for the health of the organization.

Effective codes of conduct are clear and specify consequences if an organizational member violates any aspect of the code.

A code of conduct covers legal, ethical, and compliance risk areas. The code may include statements on integrity and anticorruption, conflicts of interest, confidentiality of information, employment practices, and even internet and social media practices. In many companies, employees must sign that they agree to abide by the code. In some companies, employee training reinforces the desired behavior.

This code of conduct is just one document that reflects the values that are core to the culture of the company.

Is unethical behavior accepted by your company’s culture?

Many companies who experience unethical behavior—especially when those actions become public—quickly remove the individual(s) responsible for the actions. Whenever a company replaces a leader due to ethical violations, there is an expectation that things will get better without that person. But what about the other people in the organization who were either quiet or acted in ways that allowed the behavior to exist? Poor behavior at the top often has a systemic impact that requires a reassessment of the culture that allowed the behavior.

Often, the first option a company takes is to institute training on ethics in the workplace. Training provides awareness and demonstrates that ethics is important. However, training alone is like a band-aid. It is rarely an adequate solution.

What a company must do is to examine itself from within. Reflect on the values that are core to the culture. Did the past culture allow this negative behavior? If the values clearly supported a more humane workplace, then why weren’t behaviors aligned with those principles?

The key question is this: Is this unethical behavior an example of a lack of values that support ethical practices? Or is this behavior a lack of alignment with the organization’s values?

Firstly, through a culture assessment, you can listen to employees throughout the company in order to define the organization’s core values. After that, the company must work daily to ensure that everyone shares and practices the values.

What is the organization’s Purpose?

Companies often have a mission that benefits the well-being of society and even the planet. Yet, if the culture of the workplace does not protect the well-being of the individuals who work there, are they truly living their Purpose? Organizations typically think of their Purpose as something that applies to their customers. But companies that understand culture realize that the Purpose must apply to their employees, too.

Next, what is the organization’s distinctive Philosophy?

Philosophy is the set of principles or values that are core, distinctive, and relatively enduring to the organization. Often, it is helpful to look to the past to uncover the Philosophy. What is the essence of the culture that has not changed over the decades? What are the core values that make the company who it is—its identity?

Clarify these distinctive values. They often influence the ethical behavior of employees.

Finally, what are the Priorities?

What are the few additional values needed to thrive in the years ahead? Strategic Priorities are geared to the customer while universal Priorities are directed at employees.

Universal Priorities are the values that nurture employee engagement. These values contribute to a humane workplace. One universal Priority is Trust. Ethical behavior contributes to a climate of Trust.

With the core culture defined, then the expectation is to live the principles and values. Employees must align all actions with the core. All employees must understand, share, and practice your company’s principles and values. And this starts at the top.

Ethics in the workplace

Ethics in the workplace is not isolated. That is to say, the history of the company, its leaders, the individuals who work there, and the larger society impact the culture. Certainly, organizations must ensure an ethical workplace. Such a workplace will support well-being, nurture trust, and enhance the humanity of the organization. But, ethics in the workplace is not just a company concern; it is also a global concern. With the interconnected world that we have today, there should be a demand for more ethical practices that lead to healthier organizations and a healthier planet for us all.

Contact Sheila for more information on conducting your culture assessment.

Contact Sheila for information on her organizational culture, change, and employee engagement services. Her management consulting firm Workplace Culture Institute is based in Atlanta, serving clients globally. Use the Contact Form to email Sheila.