Creating and Implementing an Agency Policy on Ethics: Plan for a Code of Ethical Conduct

Introduction

Creating and implementing a Code of Ethics is an important step for any agency. This paper will provide policy steps for how to achieve this step. It begins with an explanation of how to establish the Code. This includes a description of what stakeholders to involve in the drafting of the Code and which references to source for its drafting. Next is the important step of how the Code will be communicated. Ensuring compliance and maintaining seriousness are the two big factors here.

How the Ethical Policy Will be Established

Developing a Code of Ethics is not an easy task, but it is one that can be accomplished relatively reasonably. What it requires is input from stakeholders, which can be obtained both informally and formally, through Q&A sessions, focus groups, interviews, and surveys. The point is to collect data from stakeholders so that the drafters of the Code can have a sense of the values that are important to the stakeholders of the agency. If there is no alignment between the Code of Ethics and the values of the stakeholders of the agency, the Code will have minimal effect (Mason & Simmons, 2014).

Stakeholders Involved in Drafting the Document

Who should draft the document? The Code of Ethics should be drafted by the Human Resources Department, with support from representatives of the various stakeholders in the agency. Just as the Declaration of Independence was signed off on by various members of the states but written by one man, the Code of Ethics of the agency should be signed off on by the various representatives of the different stakeholder groups within the agency so that it is a Code that all can agree upon. There may be some instances of negotiation and compromise, but that is the reality of work in any organization where there are multiple parts working together to achieve a common and cohesive vision.

References to Draw Upon

There is no shortage of examples of Codes of Ethics to draw upon in the criminal justice and law enforcement fields. These can serve as standard templates are starting places for the agencybut the HR and the various stakeholders should not feel as though they are obliged to adhere to these examples fully. They can be used as starting places because they typically cover the general areas where organizations required an ethical perspective, such as how to address conflicts of interest, disciplinary measures, culture, employee conduct, confidentiality,...

This is where stakeholder input can be so important. Stakeholders themselves should be the primary reference to draw upon as they know what the areas of behavior are that require some ethical guidelines (Wheeler & Sillanpa, 1998).

How It Will be Communicated

Assuring awareness of adoption requires more than just sending out of a memo, email or mass text to all the members of the agency. This is a major change that is being implemented in the agency. Whenever there is a change, change management is required. Change management is best directed by a transformational leadera leader who can communicate a vision and motivate the members of the organization to embrace the vision. In this case, the vision is the Code of Ethics. The transformational leader has to not only communicate that vision but also rationalize it, justify it, and explain in logical terms why it has been developed and why it is being implemented in the organization (Alqatawenh, 2018).

To communicate the Code of Ethics effectively also requires a change...

…it should be celebrated throughout the agency so that everyone knows that this Code is not a mere one-off presentation but a new reality that has to be respected.

It may seem at that point that it is okay to let off the gas and allow things to move on their own, but that would be a mistake. Letting the foot off the gas can deprive the change of its momentum. Acceleration has to be maintained. That is the 7th step. The leader has to make sure everyone is sill complying with the Code. This can be done through continuous meetings, in-person or virtual, conference calls with department heads, accountability measures, such as what to do if it becomes apparent that the Code has been violated, and so on.

Once these steps have been taken, the final step in the model is to institutionalize the change. This is where the Code becomes ingrained in the agencys culture. It is the go-to source for information on how members of the agency are trained; it is the first thing that anyone thinks of when they have a question about an action. It becomes the agencys 10 Commandments, so to speak. No one thinks of the agency in a way that does not also involve the Code. That is how correlated the Code has to become with the way the agency approaches its work, the training of new members, the administration of existing policies and programs, and the management of teams and projects.

Conclusion

Implementing a Code of Ethical Conduct can be accomplished in the agency with the help of a transformational leader, Kotters 8-step model, and attention paid to stakeholders. The process should be holistic and comprehensive from start to finish. Stakeholders should be made to feel that their voice matters. Otherwise, it will be like trying…