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BizVoice/Indiana Chamber – January/February 2017
As human resources professionals, we often find
ourselves in a conundrum of culture. On one hand, we’re
entrusted to promote a positive work environment that
engages employees, fosters creativity, and attracts and
retains the best talent. At the same time, we’re charged
with enforcing the policies necessary to maintain
compliance, mitigate legal risk and safeguard corporate
reputation. Finding the perfect balance of these two
interrelated responsibilities can be challenging,
particularly in areas without hard and fast rules.
Integrity as a pillar of culture presents a unique
challenge because integrity itself can be difficult to
clearly define. Conceptually, the vast majority of
employees – and human beings – have a pretty solid
grasp on how to think and act with integrity. Make
good decisions. Do the right thing. Play fair. But
integrity doesn’t lend itself to a succinct set of rules,
and it would be both daunting and futile to attempt
compiling a comprehensive list of scenarios that do or
do not meet the definition.
Integrity can also be challenging to measure. When
integrity is present or working effectively in your
organization, nothing happens. And because of that, you
never really know you have a problem with integrity
until, well, you have a problem. Most organizations like
my own implement a system of operational checks and
balances and monitoring capabilities that safeguard
against dishonesty or unfair business practices. But none
of these tactical approaches truly get to the heart of
advancing cultural integrity.
Balancing act
And so, with little more to go on than “I know-it-
when-I-see-it,” how can any organization effectively
enforce or promote integrity? How can you ensure
integrity is more than simply a word on the wall, but
less than a rigid edict ultimately doomed to fail? I
certainly don’t have all of the answers nor a perfect
blueprint for success, but there are a few central
concepts that have helped keep integrity front and
center at my company.
First, integrity needs to start at the top. The
primary role of any CEO or executive is to set the tone
– and the example – for the rest of the organization.
Integrity must be a standard part of his or her repertoire
and needs to be a deliberate conversation in the board
room all the way through manager and employee one-
on-ones. Leading by example is the absolute floor for
integrity, because management’s words, deeds and
actions will be imitated and repeated throughout every
corner of your organization.
Setting the stage
But at its core, integrity is an organic and personal
value – so it must also come from the bottom up.
Talking at – versus with – employees and telling them
to act a certain way is rarely convincing or effective. Set
clear expectations on integrity and the accountability
that goes with it. Acknowledge being unable to set rules
for every scenario, but give easy, practical ways to think
about it. “Would you want your friends and neighbors
to see this on the news tomorrow?” or “Would you be
proud to talk to your children about your actions?” are
great everyday guides for employee decision-making.
And finally, find those areas in your organization
where integrity is healthy, living and breathing. Pick
out those instances of doing the right thing and
celebrate them wildly. Too often we only communicate
about integrity when things are going wrong or in
response to a negative event. But it is even more
important to highlight the positives – individuals who
have done the right thing and how their actions helped
win or keep a customer, deliver better results or make
a positive change. Let those be the shining examples for
your organization and let their stories serve as both the
foundation and guideposts for your future.
Seeking that perfect balance between promoting
and policing integrity and all of our company values is
one of the most challenging and motivating parts of my
role. When it’s missing, I am driven to find it. And
when it happens, the results are incredibly gratifying.
As you consider nominations for the 2017
Ogletree Deakins Human Resources Professional of the
Year Award presented by the Indiana Chamber, I
encourage you to think about leaders who have found
innovative ways to effectively balance these roles and
advance positive change in their own companies,
industries and communities.
HR COLUMN
Lisa Price
AUTHOR:
Lisa Price is
executive vice president of
human resources for KAR
Auction Services, Inc.
Learn more at
www.karauctionservices.comAll About Integrity
A Conundrum of Organizational Culture
When offered the opportunity to write this column, I considered many worthy topics from
around my organization – community involvement, training and development, and new
tools that simplify the employee experience. But instead of highlighting a problem we solved
or a program we implemented, I opted to cover a more abstract concept that is central to
any organization’s success: integrity.
EDITOR’S NOTE: Lisa Price was the winner of the 2016 Ogletree Deakins Human Resources Professional of the Year award.
Nominations are open for the 2017 award with a March 3 deadline (
www.IndianaHRConf.com/award).