Management Tip of the Day: How to Cultivate Ethical Employees

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   TIPS   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   STORE RSS   |   Mobile OCTOBER 25, 2012 How to Cultivate Ethical Employees Entire companies have been taken down by the reckless behavior of one person. Even if they don't set out to cheat, steal, or lie, people can still do stupid things. Here are three ways to minimize risky behavior: Hire right. Don't rely on resumes and references. Anyone can fake those. Consider going a level deeper and doing employment and background checks. Some risk-averse companies also conduct behavioral and honesty testing to screen employees. Incentivize the right behavior. People don't do what you tell them to do; they do what you pay them to do. Make sure your company's performance measurement and incentive systems don't encourage the wrong behaviors. Create an open culture. People shouldn't be afraid to speak up when they see something fishy. Make sure you have risk escalation and whistleblower processes in place and actively encourage people to use them when necessary. Today's Management Tip was adapted from "Five House Rules for Managing Risky Behavior" by James Lam. Read the full post and join the discussion » Share Today's Tip: FEATURED PRODUCT The Sponsor Effect: Breaking Through the Last Glass Ceiling HBR Research Materials Women aren't making it to the top. Despite gains in middle and senior management, they hold just 3 percent of Fortune 500 CEO positions. In the C-suite, they're outnumbered four to one. What's keeping women under the glass ceiling? According to this report, it's the absence of male advocacy. High-performing women simply don't have the sponsorship they need to reach the top. Spearheaded by American Express, Deloitte, Intel, and Morgan Stanley, the Hidden Brain Drain Task Force launched a study in 2009 to determine the impact of sponsorship and why women fail to make better use of it. ADVERTISEMENT Follow the Tip: PREVIOUS TIPS What to Expect If You Take a Bad Job Change Your Company's Story How to Practice for Your Presentation Three Ways to Stop Procrastination Position Your Start-Up for the Long Term Start Your New Job the Right Way Make Progress on That Long-Term Project Stop Sabotaging Yourself Money Isn't the Only Motivator for Top Talent Presentation Coming? Know These Things About Your Audience All Previous Tips BEST SELLERS HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads Library Set Guide to Persuasive Presentations Guide to Better Business Writing Guide to Getting the Right Work Done Introducing Mobile ManageMentor Powered by the proven content of Harvard ManageMentor™ iTunes >> Android >> UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Management Tip of the Day" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. OPT OUT If you do not wish to receive any email messages from Harvard Business Review, click here. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2012 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)