An organisation’s culture is defined as the habits of the people within it and the way they behave. In the workplace, the day-to-day interplay between these habits and behaviours can determine what practices are accepted, expected, rejected or rewarded.
Writing in HR Magazine, Michael Pollitt and Debbie Ramsay examine the role of HR in helping boards to assess and monitor culture in order to comply with the UK’s new Corporate Governance Code. Where the board is not satisfied that practices and behaviours are aligned with the company’s sense of purpose and values, corrective action is required. The role of the board and any action taken should then be explained in the annual report.
HR teams could have a pivotal role in meeting this new obligation.
Posted August 2018
Leo Martin talks to Compliance and Governance magazine and argues that changing culture not regulation is the key to restoring trust Is regulation the answer?
La loi sur le devoir de vigilance, partiellement invalidée par le Conseil constitutionnel, est promulguée
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