It’s really about presenting an ethical point of view for the company. ” For a lot of companies these days, compliance isn’t just about: don’t harass people, don’t bribe, don’t insider trade. When it’s done well, it’s created in collaboration by answering some key questions and coming to a shared ethical viewpoint. Rather than telling employees what they can and can’t do, it’s about presenting an ethical point of view for the company. Kirsten has seen a move towards values and principles-based compliance. However, as compliance has developed within organizations, things have shifted. It wanted to be treated as a critical department solving a business problem, not philosophers debating how humans should act. In the earliest days of online compliance training, the industry was very careful to separate itself from ethics. And it’s not from just telling them the law.’’ It opens their eyes, and it sticks with them. They start with who are these people? What matters to them? And how can I get my message through to them in a way that actually feels relevant? It feels compelling. The people who are best at persuading humans – the marketers and advertisers – they don’t start with their message or the thing they’re trying to accomplish. “I think anybody who knows anything about human behavior change knows that informing somebody about a rule isn’t necessarily the most persuasive thing out there. She suggests looking to marketing for techniques that really change behavior. After all, if you’ve never been told the rules, how can you be expected to follow them? But if you want people to do the right thing every day, Kirsten says you need a different approach. Of course, knowing the rules isn’t a bad thing. This tell-and-test approach quickly set the framework for future compliance training. ![]() So, it’s not surprising that early training focused on telling people the rules and then proving that they had been told. Workplace compliance is all about getting people to comply with laws, regulations and standards. And we’re trying to get out ahead of the ones who might make poor choices, or apply the wrong decision-making framework or just think about things the wrong way.” 2. “I think that actually got buried by a lot of the lawyers who did the early compliance messages… But the fact of the matter is, the stuff we’re training about, is all about humans out there in the world making choices. And one thing became immediately clear to her: whether it’s conflicts of interest or data protection, compliance problems are actually human problems. Kirsten had a front-row seat as Fortune 500 companies and Global 2000 organizations defined their approach. The task was to put compliance training online. In 2000, when Kirsten started working in corporate compliance, the industry was in its infancy.
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