DataDome Blog

The new Hudson Survey shows that there is a considerable gap between policies and reality. While nearly a third (31%) of U.S. workers have witnessed co-workers engaging in ethical misconduct, only 52% of them reported it. This despite that 78% say their companies clearly communicate what they consider unethical and ethical behavior in the workplace. Other key findings:

• Government workers are more likely than their entrepreneurial and private enterprise counterparts to report that they have seen coworkers engage in unethical or illegal behavior (38 percent compared to 29 percent and 31 percent, respectively).
• On average, those making less than $40,000 annually are less likely to feel their company’s leadership behaves with honesty and integrity – 65 percent compared to 74 percent nationally.
• Men under the age of 40 and African-American workers have witnessed significantly more ethical misconduct by co-workers (42 percent and 36 percent respectively).
• Only a quarter (26 percent) workers over age 50 have witnessed unethical behavior, and nearly eight in ten (77 percent) believe that their leaders behave with honesty and integrity.

– From One in Three Workers Witness Ethical Misconduct Despite Clearly Communicated Guidelines

It would have been interesting if they would have added questions in this survey regarding perceptions toward whistleblowers. I am also curious about why there is no breakdown of the kinds of abuses workers witnessed.

In any case, the rise of unethical behavior and the unwillingness of half the workforce to report it when they see it is a problem.

What Can You Do?

Conduct your own survey to pinpoint issues of cultural vitality, integrity, ethics, and safety.

Use pre-employment assessments.

• Select Pre-Employment Screening System identifies hourly customer service, call center and entry-level sales/service providers with stable work-related personality characteristics and productive work behaviors.
• E-Net Hire Workplace Attitudes analyzes up to 16 positive and negative behaviors you select as being important to the job.
• Orion Opinion Survey measures specific job-relevant attitudes – customer service and safety versions are also available.
• Intercept Oral Fluid Drug Testing is a user-friendly oral drug screening protocol that can be administered right in your office during the interview.

Call us at 404-814-0739 for a complimentary consultation.

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Three important types of miscommunication can hinder your company’s performance:

Intra-personal Miscommunication: that is, people who cannot accept their weaknesses along with their strengths. A “blind spot,” as it is commonly called, can be extremely counterproductive if that weakness is job-related. Individuals working with people having these “blind spots” usually must compensate for those weaknesses. DISC behavioral style profiling gives insights that enable people to maximize their strengths while adapting and compensating for their weaknesses.

Inter-personal Miscommunication: that is, not understanding, and therefore not appreciating, styles different from our own. This is devastating to manager/employee relationships and team building and encourages personality conflicts and counterproductive politics. We will arm you with an understanding of exactly how different styles prefer to be treated, complete with guidelines on what to do and what not to do in communicating and managing. When people understand how to adapt their style to the styles of others, it increases effective communication and encourages an atmosphere of mutual respect. We also provide methods for team engineering, which create a synergy of the strengths of each style.

Job Miscommunication: that is, not understanding what behaviors are optimal for a position or role on a team. This incongruity may be on the part of management, the employee or other team members. TQM and Deming programs today are directed towards this goal of consensus on roles. Most of these programs fail in the initial stages because of interpersonal and group dynamics – that is, a failure to communicate objectively, fully and openly. We can help you to create an objective and valid description of the behavioral demands of the position (or the team role) itself, and improve the communications between different styles in a group.

Reduce Miscommunication, Increase Win/Win Communication

A behavioral style profile is an accurate description of our observable actions. It is not a test. There is no right or wrong profile, no good or bad style. Every style combination has strengths and weaknesses, value and blind spots. A profile narrates exactly how we prefer to do things and in what kind of environment we prefer to do them.

Behavioral style profiling is a cost-effective way to improve corporate climate and productivity and to leverage the unique contributions of each behavioral style to the functional roles of your organization. All problems require people to find and implement solutions. To learn how to understand the styles of the self (and others) and grasp how to use these insights produces better communications, better information, and better decision-making.

What is behavioral style profiling?
What would an organziation want to use behavioral style profiling?
Sample Profile Reports
Assessment Selector Wizard

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When was the last time your company had an Annual Physical?

It’s easy to ask for (and receive) positive information. But how do you get the bad news you really need to know? If someone you knew continually ignored his annual physical, you would think he was irresponsible, even reckless. Yet how often do we give our own companies a physical?

Things you should be asking your employees:

• Are we doing everything we can in the best interests of our customers?
• Are we doing everything we can in the best interests of our company? (efficiency, ROI)
• Are we doing everything in the best interests of your work team? Other work teams?
• What do you like about working here?
• What don’t you like about working here? Why would you leave?
• Are there other things more important about working here than compensation and benefits?
• How could we do things better?
• If you were offered a comparable job in another company, would you leave or stay?
• What are the factors that make our organization successful?

Typical survey results that often shock senior management:

• No clear rules and procedures in place
• Don’t see how what I do fits into the big picture
• Inadequate opportunities for training or those I work with need better training
• Too much focus on/reward for bringing in new clients, while neglecting the old ones
• Employees feel neglected and morale really hurt by a few bad apples
• Manager’s mood swings create difficult work environment
• Inconsistency in how people are treated and promoted
• Our structure and rewards make teams work counter to each other
• Quantity more important than quality with my boss
• Manager overworks/doesn’t delegate — makes me feel inadequate
• Upper management too flexible and lenient with employees due to fear of turnover
• Employees not working for the good of the whole company — just their department or themselves

Don’t just throw away your money — target the real problems in your company with a Culture Vitality Survey. It is vital to the success of your company to check the company pulse and find out what is going on. No-one has incentive to offer accurate information, even in exit interviews, if they fear their feedback will be used against them. The anonymous survey method provides the internal feedback and quality information a senior management team needs to take the necessary and constructive steps to correct problems and show all employees that they are important to the company.

Contact us for a free consultation.

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