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Who is Responsible for the Behavioural Integrity of an Organisation?
Is it the HR Team or the CEO who is ultimately responsible?
I recently had a client (I am an executive coach) who is a senior leader, tell me that it was impossible to change the culture of the organisation for whom he was working. It is a large firm with thousands of employees.
Why? I wondered. Isn’t it worth trying? In his case, he didn’t think so.
I am currently researching the topic of integrity in organisations, and it has led me down a rabbit hole of wondering who exactly is responsible for ensuring integrity is a core part of a company’s values.
Does the HR department have sole responsibility for ensuring that employees understand the organisation's values?
Through the small amount of research I have done, it appears the onus is placed more on the CEO or senior leadership of the organisation.
I also wonder why it is next to impossible to improve or change the culture of an organisation. I hear this all the time with clients:
‘Oh, it’s just the culture.’
‘But why can’t the culture change?’
‘Because that’s just they way it is.’
Not a satisfactory answer in my view and yet I hear it time and again.
The other aspect of organisational integrity that I find baffling is the number of companies that have the word ‘integrity’ in their company mission statement when all I hear are stories of toxic behaviour, bullying, lack of transparency and I could go on.
So, dear reader (if you are out there?!) I am writing this article in the sincere hope that you may enlighten me.
Who is responsible for the integrity of an organisation?
Does it depend on the size or type of organisation?
If any HR executives come across this article I would love to hear your thoughts on this.
I will continue my research and I will write a follow-up article as and when I am more informed.
Thank you.
