Leaders are guides and role models – this equates to active conduct and behaviours that align with ethics and integrity.

It’s not rocket science: misconduct and unethical behaviour need to have visible accountability in order for employees to take these matters seriously and modify their behaviours.  But what about the flip side?

While the e-fragments of pandemic worklife can make management less visible, it is important to remember that ethical corporate leadership is vital to an ethical corporate culture.

The virality of social media is wonderful, fast, free marketing when the posts about your organisation are positive.  When that virality captures posts that are obscene, abusive, or offensive, the potential for reputation and trust damage are enormous.

As organisations in many countries adjust to new corporate whistleblower regulations and laws, many wonder if there will ever be a global standard for the operation of whistleblowing programs….The good news is that soon there will be!

Your Call’s Head of Advisory & Training, Prof Katrina A. Bramstedt, has a journal article published in eithikos, a publication of the Society for Corporate Compliance and Ethics.

We are very pleased to announce the appointment of Stephanie Lamb as Portfolio Manager – Self Insurers in the Factual Investigation Team at Clarity Workplace Solutions.

It is well known that many organisations have been forced to adapt their business strategy to mitigate financial risk and ensure business continuity in the face of the COVID-19 pandemic. Leaders are constantly confronted with urgent and competing demands as they try to navigate the rapidly evolving business landscape.

We often see Employers having to deal with very sensitive and toxic workplace grievances.  They also have the legal and corporate responsibilities when faced with allegations of inappropriate or unlawful behaviour/conduct.

Clarity’s Executive Director, Nathan Luker, spoke with the Financial review on how to speak up about sexual harassment in the workplace.