Compliance is not a “one-size-fits-all” proposition. Leaders within a company should:
If the program doesn’t work, the leader should show what adjustments he or she has made.
Federal and state regulations, as well as industry standards, evolve constantly. For this reason, leaders should conduct regular assessments to minimize the risks associated with noncompliance.
Like every individual has a personality, every organization has an identity. Different businesses will need a compliance program that matches the business’s identity. Some organizations may require a policy that scrutinizes new hires more than others. For example, a business that controls financial information for consumers may require criminal-background checks on all new hires, while a company that specializes in landscaping may not.
A compliance program should show a commitment to transparency. All policies should harmonize with the behavior of officials at the highest level. In this era of cloud-based computing, leaders may make use of computer-based training, encouraging members of the team to review lessons remotely. If employees have feedback, mechanisms should exist for them to provide feedback in a manner that will not undermine their position—provided they offer the feedback in a good-faith effort to promote compliance.