Many organisations treat code of conduct training as a one-off. But ticking a box doesn’t mean people actually know what to do when it matters. This is how you help them use it to make responsible decisions and reduce risk.
Organisations are changing rapidly. Hybrid working, political polarisation and the rise of generative AI are creating new ethical challenges that many codes were not designed to address. And yet. Many organisations continue to treat code of conduct training as a one-off onboarding exercise. Employees complete a module and rarely encounter it again.
Traditionally, demonstrating completion of an online module or document has been all that’s required to prove that a code has been seen. But ticking a box doesn’t mean people actually know what to do when it matters, and audit committees are increasingly measuring concrete behavioural outcomes to demonstrate a code’s impact.
Effective training requires a different approach. The ground is shifting. You want employees to know that the code of conduct exists, to be able to reach for it quickly, and to understand how it’s relevant to their role.
Discussion not instruction
We learn more effectively when we actively engage with a topic. To prompt discussion, present realistic scenarios and invite people to share their thoughts. This will build confidence in speaking up and help reveal misunderstandings before they have a chance to cause trouble further down the line.
Meet people where they are
It’s not just the messaging you need to target, but the delivery of that messaging. You can’t send the code out to the ether and expect people to pick it up, particularly for anyone working in anything other than a traditional desk-based job.
If someone works on a shopfloor, join a morning meeting to share awareness of the code. If they work in a manufacturing or production environments, create cards or posters to draw attention to it. You want to make the effort to meet people where they are, or you might miss them completely.
Huel had a provocative campaign where they wrote their plain-spoken value ‘Don’t be a dick’ in large letters across their head office walls. The tone may be crude, but the no-nonsense approach is an effective and humorous way of telling people to treat everyone around them with respect, cutting through corporate jargon and sticking to their specific brand’s tone of voice. Not everyone’s going to open that email you sent round, but they sure will pay attention to the giant words on their way to the bathroom.
Embed it in the everyday
Behaviour changes when an action becomes a habit. Think: little and often. You want to instil the key learnings of the code through short bursts of focus, not just on their first day. This doesn’t have to be what you’d traditionally think of as training, but as an extension of the launch campaign.
Bring discussion about the code into meetings, 1:1s and town halls. Every interaction helps keep the code top of mind and reminds employees that it exists to support responsible decision-making, not just providing an easy answer.
Generational targeting
Many workplaces now include employees from across a wide variety of age groups, from Gen Z to Baby Boomers. Some of these groups might hold very different attitudes to workplace rules to others. You need to design programs that reflect your workforce, understanding their various motivations and experiences. If there are gaps between your stated principles and the behaviour of your workforce, talk to people about it. Try to understand what’s actually going on, and target who you speak to, so that you can better bridge that gap between the policies and the real-world pressures your staff are facing.
Train the trainer
Managers play a critical role in embedding a code of conduct in everyday work. Employees often turn to their manager as the first port of call when they’re facing uncertainty, which means managers need to be able to confidently answer questions and guide responsible decision-making. Expand tailored scenarios for managers to help them face challenging situations if and when they arise. Show them how to link organisational values to personal objectives.
Used together, these varied training approaches help to embed a code of conduct within an organisation, gently but effectively shifting behaviour to lead to better and more ethical decision-making.