Tips for Success – Codes of Ethics (Conduct, Practice, Behaviour)

 
Keep it simple and practical with only as much philosophy, theory and jargon as is absolutely necessary. Give those interested additional handouts on these if requested (have it readily available).

Ensure that scenarios are directly relevant to the trainees, not hypothetical issues that could hardly ever arise for them – but, at he same time don’t only cover the obvious (strike a balance here). Ask them to bring their own dilemmas along. Present ethical dilemmas and get people to solve them, don’t spoon feed them with the possible “right” answers, at least not until they have failed to find some for themselves. Develop cases specific to your organisation – don’t use “simply add water” materials from elsewhere unless you are absolutely certain that your people can relate to them. Make it very interactive – not too much “lecturing” – lots of “hands-on” case analysis, dilemma solving, common issues, discussion etc. Make it universal across the entire organisation if you can do so – no special inclusions/exclusions – this can offend or be misinterpreted (you might also miss a key group). Have people keep records of ethical dilemmas as they arise for them – and of how they approached these. Over time these records may be a major training evaluation tool.

Values determination: 

This has direct links with the issues under Topic 1 regarding Organisational Analysis.  This would examine  the various ways in which an organisation can unearth its core values, have them canvassed, consulted  upon and agreed to, by all employees, as the first step in building a code.  It would essentially state the critical path from values to principles, principles to standards, and to codification of guidelines, as the basis for a Code.

 Key points regarding the development of Codes

•  If you don’t need a Code, don’t develop one ! In some smaller organisations, something less than a formal code, perhaps a brief statement which all endorse, may be sufficient depending upon the culture and climate.
• If you do need one (and most organisations do), you MUST develop one, or there will be an informal “Code”, possibly working against you, via folklore and cultural myths.

Codes must be developed only through proper consultation with all stakeholders. Top-down does not work ! Those whom you don’t consult, will be your “weak-link” forever after.

1. A Code must be more than a mother/fatherhood statement. It must spell out Values and Principles and, to the extent necessary, provide clear Guidelines and advice on dealing with scenarios that may arise, which could present users with an ethical dilemma.
2. A Code must be realistic, practical and workable in a “real world” setting. If it is too high-sounding and utopian it will be written off as irrelevant by the majority of its potential users.
3. Codes must be palatable in terms of size and language. They must be easy to read and, if it has to be complex and lengthy, it must be well indexed in order to easily locate issues. Language must cater for multicultural and differing educational needs
4. Once established the Code must be driven hard from the CEO down and it must be evident that non-compliance will be very costly for those concerned.
5. Codes must be reinforced by proper awareness raising, education and training of its users, eg: general employee orientation, special purpose training, client education. This must be an ongoing process, not “one-off”.
6. A Code must not contravene, either in law or in spirit, any other widely accepted principles or over-riding conventions, such as the right to fair-trading, freedom of speech, equity and access, freedom of information, etc

A Code cannot work effectively in isolation, it needs to be supported by other “environmental” actions to place it into context and provide the muscle to achieve compliance, eg:

•   Industry-wide “social” pressure
•  Industry-wide marketing of expectations
• Community education and information
• Wide publicity & exposure of unethical behaviour
• Political lobbying to achieve legislative support

A Code needs to be regularly reviewed for currency and relevance to today’s rapidly changing circumstances and newly emerging dilemmas; and

A Code must be highly visible through extensive public display, with values and principles restated in eg:: notice boards, newsletters, publications, documents, annual reports, public announcements, prospectuses, introductions to new products or services. People should encounter it continually, the message delivered in ever changing formats and media, to attract attention.

Principle 1

• Efficiency, Effectiveness and Diligence
• Self Development & Self Care Obligations

Principle 2

• Lawful and Unlawful Instructions

Principle 3

• Avoidance of Wasteful Practices
• Approved Use of Public Property & Facilities
• Effective Management of Human Resources
• Use of Government Vehicles
• Safekeeping of Public Property
• Economic Use of Consumables
• Use of Communication Facilities
• Official Travel and Travel Allowances

Principle 4

•  Personal Behaviour
• Respect for the dignity, rights and views of others
• Concern for fellow employees
• Concern for safety health and welfare
• Use and abuse of authority
• Avoidance of harassment and discrimination
• Use and abuse of substances
• Managerial Behaviour

 Principle 5

•  Provision of Goods & Services
• Ethical Decision Making
• Human Resource Management and Employment

 Principle 6

•  Appearance before Committees and Hearings
• Impartiality
• Public Liability

 Principle 7

•  Cultural norms
• Outside work behaviour
• Confidentiality and Disclosure
• Improper use of privileged information
• Public and private comment
• Prior authorisation for public comment
• Written comment
• Dealing with the media
• Comment by former employees
• Communication with Ministers and other MPs

Principle 8

•  Conflict of Interest
• Political and Industrial Participation
• Gifts, Gratuities, Hospitality, Rewards and Benefits
• Intellectual Property
• Public Duty and Private Affairs

Principle 9

• Information and Records Management
• Protection of restricted or private information
• Impacts of advances information technology
• Provision of accurate and complete information
• Freedom of Information

 Main Principles

•  Responsiveness to governments;
• Close focus on results;
• Merit as the basis for staffing;
• Highest standards of probity, integrity & conduct;
• Strong commitment to accountability; &
• Continuous improvement through teams & individuals.

 Divided into the following aspects of the code at the time:

SERVING THE GOVERNMENT

•  Responsiveness & Impartiality
• Accountability

SERVING THE PUBLIC

•  Being responsive to the public
• Making fair and equitable decisions

EFFICIENCY, EFFECTIVENESS, PROFESSIONALISM & INTEGRITY

•  Working professionally
• Public comment on political & social issues
• Participating in political activities
• Participating in industrial activities
• Privacy of personal information
• Managing official information
• Using official facilities
• Avoiding improper use of official powers

CONFLICT OF INTERESTS

•  Financial or other private interests
• Acceptance of gifts & other benefits
• Outside employment while working in the public service
• Acceptance of business opportunities

WORKING IN THE SERVICE

•  Working with others
• Being responsive to the public