Shared Values and Ethics
Values and Ethics Framework – Findings
- The department has developed a values and ethics framework, a senior ethics counsellor has been identified and a values and ethics office has been established.
- Employees receive training on values and ethics; however, the degree of employee understanding of values and ethics within the organization is not clear.
- Employees deliver services with pride, honesty and integrity.
- The department is recognized, by other departments, the Office of the Auditor General, the Conference Board of Canada and internationally, for its values and ethics framework.
- As the department is constantly scrutinized by the public it must not only be ethical, but perceived to be ethical.
- Values and ethics are reflected in departmental documents and communications.
- In some regions, values and ethics are discussed regularly with staff and form an integral part of the decision-making process.
- Managers perceive that an atmosphere of mutual trust does not always exist at all levels.
- Managers understand that employees' perceive that they were not part of the consultation process in the development of the values and ethics framework.
- Values and ethics are not a component of the performance evaluation process.
- A values and ethics survey has been completed; however, managers perceive that a commitment has not been made to implement a formal process for ongoing monitoring, assessment and evaluation of values and ethics.
Opportunities
- In order to build trust managers should follow through on commitments.
- Employees could be encouraged to participate in the improvement of the existing values and ethics framework.
- Managers could become positive role models by following the values and ethics framework.
- Consideration could be given to incorporating values and ethics into performance evaluations.
- Ongoing training on values and ethics could be provided to all employees.
- Ongoing assessment of employees' level of understanding with respect to values and ethics could be conducted.
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Values and Ethics Framework
Leadership of policies and activities
that visibly support the ethical stewardship of public resources
and give priority to "modern management practices".
Rating 3.75 |
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| 1 |
No clearly enunciated ethics and values policy. Policy statements are issued on an ad hoc basis. Limited attention has been given to values and ethics. No clear direction has been provided. There is an absence of dialogue on the subject. The organization follows minimum guidelines such as a code of conduct. |
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| 2 |
Values and ethics are recognized as an issue. The organization has engaged staff in a dialogue on ethics and values. Leadership has been demonstrated in championing values and ethics — for example, a champion has been identified. The organization participates in government-wide surveys involving values and ethics. The organization may have a values and ethics statement. |
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| 3 |
The department has put a structure in place and resourced it to promote values and ethics (e.g. champions, ombudsman, ethics counselor). Written policies have been communicated across the organization, and are generally understood. Values and ethics are incorporated in departmental training programs. The organization is developing a better understanding of how to deal with ethical dilemmas. |
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| 4 |
Ethics and values principles/guidelines are well understood by staff, and are reflected in organization-wide documents and communications. Senior managers demonstrate a consistent ethical leadership. There is consistent application of processes on values and ethics. Demonstrated ethical behaviors are assessed in performance evaluation. An atmosphere of mutual trust exists at all levels. There is ongoing monitoring, assessment and evaluation of trends in values and ethics. |
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| 5 |
The organization is recognized externally as a leader in establishing an ethics and values program. Ethics and values are consistently reflected in organization practices and actions. All levels in the organization participate in the development of ethics and compliance related policies and programs. Values and ethics are integrated into processes and the workplace in general. There is consistent behaviour at large. Ethics and values assessments and surveys are carried out regularly. |
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Rationale
The department has established a values and ethics structure and the resources have been allocated to promote this structure. Written policies have been communicated across the department; however, the degree of understanding at the employee level is unclear. Values and ethics are incorporated in departmental training programs and organization-wide documents and communications. In some regions, values and ethics form an integral component of decision-making.
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