Companies that are serious about fostering ethical business behavior have devised a variety of practices to achieve that objective. Feedback mechanisms are important, often in annual reviews, but also whenever deemed appropriate. KPMG solicits feedback from subordinates and peers about individuals and periodically also takes a firm-wide temperature on how employees generally feel the firm is doing in achieving an environment of ethical business. KPMG also monitors career paths to make sure that whistleblowers are not discriminated against in future job progression activities.
Other firms have diagnosed the social nature of ethical transgressions and have found that trust in good decision making is aided by the recognition that checking and cross-checking are standard policy. This checking up process heightens awareness of the importance of the issue and reduces temptation. Having been burned in the 1990s (and being shut out of U.S. government contracts for six months), General Electric tries to ensure that there is never a small, isolated group where unethical or fraudulent plots could hatch because of the perception that they could “get away with it.”
In considering the ideas contained in this section, pleased keep in mind that what works for one company may have to be significantly revised to be effective or even relevant in a different company. The interesting ideas discussed here should stimulate further thought for possible adaptation.