How we interact with others tells a lot about our personal ethics. Whether or not you run your own business, you can affect how the organisation operates and improve its ethics. live girls
When we take less than honest culture with us into the workplace, we often assume that we deserve far more from our employers than the salary for which we contract to work. Despite what most workers assume, many businesses, especially small and medium enterprises, struggle to stay afloat, pay crippling interest on loans, high VAT and tax bills and are held to ransom by staff who deliver far less than their best, but expect generous salaries.
Since most people appear to believe they are underpaid, it follows that they probably assume that they are entitled to more than they receive. Employees who take stationery, long lunches or fiddle their expenses are actually fraudulent and detrimental to the company. The term ‘shrinkage’ should not need to be part of general workplace vocabulary, but is nowadays calculated into budgets and pricing as though an acceptable expense.
Business owners often trip up on the percentage of gross profit they earn. Is it market-related, set at whatever the business thinks customers will pay, or set according to reasonable profits on expenses and labour incurred?
Price fixing is something we all abhor, because it affects us, the general public. Bread, milk and even oil companies have lately been fined for price fixing. What happens to the fines once in authority coffers? It goes back into the fiscal, perhaps not returning to those who suffered most.
Companies should be required to distribute the offending products free, into the relevant industry, until the fine is paid. Agriculture in South Africa, for instance, could benefit greatly from a R250.7mn fertiliser injection from Sasol (an SA oil company). Just a little something to make farmers feel appreciated…
A code of ethics is essential to any organisation and consists of four basic fundamentals:
- Core operating values
No more than ten core operating values should relate to staff behaviour and customer interaction and be posted as constant reminders to CEO/MDO and staff. They could cover complete honesty in customer dealings, acknowledge customer importance, state minimum staff behaviour and accountability, giving back to the community, etc.
- Policy statement
Create a statement that defines management’s philosophy on ethical business conduct. Include operating values and require all staff to uphold them on a daily basis.
- Staff training
Review the values expected of staff in their business dealings. Discuss performance levels that meet the core values and talk about how to handle challenging situations.
- Evaluation
Does all company documentation and promotional material reflect company values? Are quotations, charges and policies transparent, clear and concise? Procedures for hiring, disciplining and firing employees, working with suppliers and hiring contractors should reflect the company’s code of ethics.
Once created, employer, employees, vendors, subcontractors, suppliers and consultants should be held accountable to the code of ethics. Further training, guidance or disciplinary action could be expected when behaviour detracts from it. Behaviour upholding it should be recognised and applauded.
Organisations with strong, living, breathing codes of ethics often attract exceptional employees and appear less likely to foster fraud and corruption. Perhaps that’s a good tip for government departments.
An exemplary code of ethics balances the quest for profit and expansion with fair, honest treatment and outstanding customer service. Practised openly, on an ongoing basis, it encourages all staff members to strive to deliver their best and consider the consequences of their actions.