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Work
ethics encompass a set of behavioural norms expected from all employees
in an organisation. It is also the embodiment of the core values
on which the organisation has evolved. Whether the issue is sexual
harassment at the workplace or monetary mismanagement or misuse
of e-mail, IT corporate houses are now feeling the need to implement
an ethical code of conduct in their organisation.
 “Work
ethics is one of the binding glues that keeps the workforce together
and committed to the same principles,” says G N Mathur, the
executive director of Polaris Software. However, what happens most
of the time is that it remains at the back of the mind rather than
being ‘part’ of the daily routine in an organisation.
Many a times, organisations tend to ignore the oft-repeated statements
relating to integrity and transactional transparency. According
to Dr Y V Verma, vice president of HR and Management Support at
LG Electronics India (LGEIL), work ethics suffer because of ignorance
or when non-adherence becomes a normal practice. It usually starts
with small things and ends up into something huge. Small corrective
measures from the beginning can save the company from bitter embarrassments.
What is needed is to make work ethics an integral part of the culture
and core values in an organisation. These should be emphasised and
re-emphasised repeatedly, both through training as well as through
actions.
Implementing
right
from the top
Till
recently, the emphasis on adaptation and implementation of work
ethics has been more for entry- and middle-level professionals.
It is however necessary for the top level to set the precedent.
If the top brass falters, it reflects on the morale of the employees.
“The top management largely contributes to the work ethics
of an organisation. They are the trendsetters and guide the organisation
in times of crisis. If the ‘saviours’ or the leaders of
the organisation by any means become the destroyers of its own work
ethics, then the situation becomes difficult,” says Dr Verma.
Agrees Diwakar Nigam, managing director of Newgen Software Technologies,
who says that work ethics draws from core value: “When you
say you are going to be honest, it has to extend to your employees,
your vendors and your customers. Everyone in the company must know
it and practice it. And an example has to be created from the top.”
A
single mistake by the top management can have a disastrous impact
on the morale
of the employees. Says M L Taneja, the vice president of human resource
department for HCL Infosystems. “It casts aspersions on the
top management of the company. The employees feel bad when someone
from the senior or top management is involved in these incidences.
They start asking themselves what type of company are they working
for and whether it is the right place for them to stay? This, in
turn, has a considerable impact on their productivity, commitment
and also the retention of employees.”
The
flip side is that some may perceive it as a corporate sanction,
which later can prove bad for the company. Says Zia Shiekh, the
chief executive officer of Infowavz, “If the company is preaching
something but the top management is doing just the opposite, no
employee will take the rules and guidelines seriously and the work
ethics of the company would be severely compromised. It is critical
that the senior management set the highest standards of integrity,
honesty, transparency and respect for the individual.”
Need
for policy change
Organisations
have started implementing ethical code of conduct to avoid such
incidents. Take the case of Infosys, which already had an anti-sexual
harassment policy. However, post-lawsuit the company has become
more active in its implementation. In addition, many companies have
also increased its focus on cross-cultural sensitivity training
for employees. Many of the companies have also appointed committees
or an individual looking specifically at sexual harassment cases.
To
encourage and inculcate the right ethics, many IT organisations
are using monetary and non-monetary awards, recognising those people
demonstrating the desirable traits. Others are trying to identify
‘ethical workplace practices’, as a key leadership trait
while hiring senior management. However, experts point out, what
is needed is a repeat emphasis on the core values of the company
and proactive demonstration of it (though actions and deeds) by
the senior management. If a company believes in quality that should
be demonstrated by always treating quality as top priority, even
if that comes dearly in terms of expanses. The companies should
also spend enough time, effort and money for background checks while
hiring senior people and build this as part of culture through frequent
training interventions.
PK
Gupta, the director of strategic development for ICON operations
at Legato Systems, points out that companies should make written
polices about work ethics, define it properly and then educate their
employees constantly, whether it is for sexual harassment, e-mail
management or maintaining project deadline. “If any unsavoury
incident occurs, make tough decisions and make them public so that
others become aware of the seriousness in these matters and response
from the company,” he asserts.
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