TM - November 2007 - (Page 49)

to have those people’s managers involved in that training somehow.” At Reuters, straightforward ethics training is delivered via e-mail or the “Daily Briefing,” the company’s virtual internal newspaper. The more advanced concepts usually entail a more complex program, however. “We’re focused on using the right channel for the particular message,” Jennings said. “We’re focused on whether we’re doing anything to make it interactive — we have a learning design methodology that’s based on high levels of interactivity. If it’s more in-depth, we would do it through e-learning, and again, that’s highly interactive and includes Flash. But we tend to keep them very short. A lot of our e-learning is between 15 and 20 minutes. If we had a bigger program, we’d roll it out in 20-minute modules. “There are about 16,500 employees in the company. Last year, more than 14,000 went through one ethics program alone. It was a program we developed internally called ‘Moments of Truth.’ It was made up of scenarios about ethical dilemmas that people in the company might come across.” These interactive methods help learners build enthusiasm for the subject matter and stay engaged, which can enhance retention of these concepts. And now, it’s more important than ever for the workforce to be familiar with organizational ethics. “With the growth in transparency and access to information, you’ve got risks around brand image and reputation,” Murphy explained. “Therefore, there are customer loyalty risks, as well as risks in terms of employee commitment and motivation. Within the company, you’ve got to think about how ethics codes are developed and communicated, and how employees are trained. You’ve got a panoply of risk behaviors associated with everything from gifts and entertainment to fair competition and procurement issues. Any one of these issues can be magnified quickly, as we’ve seen in lots of corporate scandals that have occurred. It’s more and more important that companies view ethics as a basis for operational performance.” TEAR DOWN T H E WA L L ! And let in accredited, results-oriented higher education to complement your corporate training while providing a real return on your investment. The Jones Knowledge Group’s® Corporate University Solution transforms your company’s training and education expenses into a genuine return on your investment with: Corporate Rewards to reinvest your tuition assistance dollars back into your company’s private account for the development of custom content specific to your unique needs. Instructional Systems and Subject Matter designed to enhance your corporate training programs and LMS while helping your employees earn degrees, professional certificates and CEUs. Tools to Attract, Develop, and Retain Top Talent with a focus on career services and recruitment, succession planning and talent management strategies. To discover how to tear down your wall and achieve a return on your human capital investment, please call 888.756.7876 or visit jonesknowledge.com. http://jonesknowledge.com http://jonesknowledge.com

Table of Contents Feed for the Digital Edition of TM - November 2007

Talent Management - November 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Learning Connections Viewpoint Finding Candidates with the Right Fit Turning HR Data Into Business Intelligence Compensation Technology: Drive Higher Performance, Gain Competitive Advantage The Art and Science of Influence Training the Ethical Workforce Making the Best Managers Application: Pre-Hire Testing Drives Down Employee Turnover at Advnace Auto Parts Dashboard: The Role of Learning Business Process Outsourcing Insight: Nationwide Insurance: On Employees' Side Advertiser's Index Editorial Resources Full Potential

TM - November 2007

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