Section 1

Understanding the Basics

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Get Started with Compliance Fundamentals

Lay the foundation for growth with the core elements of an effective compliance program. From creating a top-notch Code of Conduct to understanding the role compliance plays in your organization, this is the place to learn the building blocks of compliance.

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Each compliance program is unique with disparate risks and various levels of maturity. Although there are a number of nuances determined by your company’s size, industry and location, there are still basic principles that are best practices across the board. In this section you’ll learn about the key skills every compliance professional should have as well as the general knowledge base effective compliance professional have and harness throughout their careers.

Just as there are key skills every modern compliance professional should possess, there are fundamental elements every effective compliance program should practice. This section will introduce you to those key components of a robust compliance program and provide the guidance you need to move your career and program to its next level of sophistication. 

"What's More Important, Tone at The Top or The Middle?" | 90-Second Expert Advice

Without a strong tone at the top, your compliance message will never get the support it needs to permeate through the organization. Get expert advice from one of the industry’s leading chief compliance officer on why it’s so important to drive the tone at the top, mood in the middle, buzz at the bottom.

Our 90-Second Expert Advice series provides straight-forward answers to questions you have. Do you have a question for the Compliance Next team of experts? Ask us now!

Comments

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As a Navex Global communication specialist, I speak every day with associates who are not satisfied with the tone set by their middle-management superiors. Once associates have felt a break-down between the tone set at the top and the tone established by middle-management, their top prerogative is to know that someone is listening to them, and that they can trust higher officials to hold middle-management to the ethical standards set by the company.

What an interesting observation that problems arise when middle-management is selected based on job performance, without necessarily having their new role as a tone-setter reinforced. Thanks Carrie!

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March 29, 2017, 10:31 a.m. Michael Rudolph Michael Rudolph