Section 1

Understanding the Basics

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Get Started with Compliance Fundamentals

From creating a top-notch code of conduct to understanding the role compliance plays in your organization, this is the place to learn the core elements of an effective compliance program.

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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. 

Weekly Compliance Tips | Kristy Grant-Hart

Compliance expert, Kristy Grant-Hart, offers her wildly effective wisdom and best practice advice on compliance program management. 

Kristy Grant-Hart

Compliance expert, Kristy Grant-Hart, offers her wildly effective wisdom and best practice advice on compliance program management. 

How to Better Engage an Audience

Don’t rush out after meetings or training with the business. Instead, join people for coffee, drinks, lunch or dinner. Just after you’ve just presented or done training is the time people are most likely to have questions. Putting yourself in a relaxed environment will give people permission to ask you questions without feeling like they need to formally request a meeting with you. Click to Tweet

How to Use Internal Audit as a Compliance Resource

Build a good relationship with your internal auditors. Internal audit typically spends much more time in remote locations than you’ll be able to. If you can, have a short call with the lead auditor whenever they go to and leave a location. You’ll keep compliance concerns front-of-mind, and also be able to get recognizance on the feel of the location. Internal Audit is unlikely to write things like, “they seem really overworked and the sales goals are impossibly high – I’m not sure we’re incentivizing them properly” in an audit report. However, by having regular conversations, you’re much more likely to get the important inside information about what’s happening on the ground. Click to Tweet

How to Internationalize a Compliance Program

If you want to expand your remit from national or regional compliance to international compliance but you don’t have any previous experience, how can you make the move? One way is to become conscious of international compliance trends and laws. Data privacy laws are more stringent and important outside of the United States, and anti-money laundering regulatory regimes are stringent in many countries. You can study the UK Bribery Act and learn about EU sanctions law. By getting up to speed on international laws affecting compliance, you can speak about them in detail and discuss the trends with potential employers, making you a candidate who is likely to get the job. Click to Tweet

How to Highlight Compliance Champions

If you’re lucky enough to have a leader or manager who believes in compliance and ethics, be sure to highlight to her (or him) subordinates who have supported or championed the compliance program. In this way you create a virtuous circle where the manager can praise her team members who support compliance, creating a win/win where support of compliance is equated with praise from the boss. Click to Tweet

How to Share the Value of Compliance with New Leadership

When there is a change in management or leadership at a company, there is often a big shift in how people relate to compliance. In many industries, compliance hasn’t fully developed as a career, and new leaders may not know how to relate to you or understand the value of what you do. At times like this, it is important to remember that building your relationship with the new leader is important, but also, that part of your job may be to educate the leader about what you do and the direct value you bring to the organization. Try not to be frustrated if this takes some time. New leaders can become great advocates, but they may need to understand what we do first. Click to Tweet