Managing compliance and ethics has become a complex web of processes and information. The modern organization is constantly changing: new employees, shifting employees and responsibilities, evolving business processes, new and changed regulations/obligations, growing ethical concerns, and greater scrutiny from stakeholders, customers, law enforcement, and regulators.
The challenge of compliance and ethics grows more confusing when you look at the scattered approaches and departments. An organization may have a Chief Ethics and Compliance Officer (CECO), but compliance can be scattered. The CECO may be focused on code of conduct, anti-trust, anti-bribery and corruption, conflicts of interest, and more. But other departments have their compliance concerns and approaches such as human resources, information security, privacy, quality, environmental, health and safety, and more.
At the core, there are very similar processes for compliance assessment, issue reporting and hotlines, policy and training management, and case management . . . but each . . .
[THE REST OF THIS ARTICLE CAN BE FOUND ON THE CONVERCENT BLOG WHERE GRC 20/20’S MICHAEL RASMUSSEN IS A GUEST AUTHOR]