<

!Google ads have two elements of code. This is the 'header' code. There will be another short tag of code that is placed whereever you want the ads to appear. These tags are generated in the Google DFP ad manager. Go to Ad Units = Tags. If you update the code, you need to replace both elements.> <! Prime Home Page Banner (usually shows to right of logo) It's managed in the Extra Theme Options section*> <! 728x90_1_home_hrreview - This can be turned off if needed - it shows at the top of the content, but under the header menu. It's managed in the Extra Theme Options section * > <! 728x90_2_home_hrreview - shows in the main homepage content section. Might be 1st or 2nd ad depending if the one above is turned off. Managed from the home page layout* > <! 728x90_3_home_hrreview - shows in the main homepage content section. Might be 2nd or 3rd ad depending if the one above is turned off. Managed from the home page layout* > <! Footer - 970x250_large_footerboard_hrreview. It's managed in the Extra Theme Options section* > <! MPU1 - It's managed in the Widgets-sidebar section* > <! MPU2 - It's managed in the Widgets-sidebar section* > <! MPU - It's managed in the Widgets-sidebar section3* > <! MPU4 - It's managed in the Widgets-sidebar section* > <! Sidebar_large_1 - It's managed in the Widgets-sidebar section* > <! Sidebar_large_2 - It's managed in the Widgets-sidebar section* > <! Sidebar_large_3 - It's managed in the Widgets-sidebar section* > <! Sidebar_large_4 - It's managed in the Widgets-sidebar section* > <! Sidebar_large_5 are not currently being used - It's managed in the Widgets-sidebar section* > <! Bombora simple version of script - not inlcuding Google Analytics code* >

Employees concerned that bosses are prioritising profits over principles

-

Employees are still concerned that bosses are prioritising profits over principles, according to the Institute of Leadership & Management’s latest Index of Leadership Trust, although overall trust in CEOs has improved.

The survey of over 2,500 workers found that half of respondents believe that their employer puts financial goals above ethical considerations, with 48% and 44% saying the same of their chief executive and line manager.

Less than a third (30%) of CEOs of organisations with over 1,000 employees are seen by their employees to have ethics at the heart of business decisions, while just 36% believe them to have high ethical standards.

Peter Cheese, chairman of the Institute of Leadership & Management, said: “With the banking crisis, the phone hacking scandal and the outcry over MPs’ expenses, the ethical behaviour of leaders and their organisations is under strong scrutiny.

“It is an increasingly critical issue that impacts brand image, trust and business performance. Employees, customers and shareholders expect ethical values to be at the heart of business decision. The fact that so many leaders and organisations are perceived not to have that is a cause for serious concern and attention.”

The results also show that almost a fifth (17%) of public sector employees believe their organisation operates less ethically today than three years ago. In comparison, 11% of private sector employees and 8% of third sector staff feel the same.

The group which has seen the greatest improvement in ethics levels work in financial services, banking and insurance, where almost half of staff (46%) say the industry has changed for the better in the last three years.

Least impressed are workers in national and local government where 21% feel activities have become less ethical since 2008. This is closely followed by the utilities, post and telecoms sector at 20%.

The 2011 Index of Leadership Trust is the third annual barometer of trust levels within British business. Another key finding from this year’s research is that public sector bosses remain the least trusted. Public sector CEOs score just 67 points out of a possible 100, compared to 72 points for bosses from both the private and third sector.

These low levels of trust in the public sector are compounded within public sector organisations with over 1,000 staff, where CEOs score just 55, seven points behind bosses within large private sector businesses, who receive a score of 62. Third sector bosses are the most trusted on 65 points.

Overall trust in CEOs has increased in 2011, up four points to 66 from 2010 and up six points from 56 in 2009.

Peter Cheese added: “Since trust in leadership is so fundamental it is encouraging that more bosses are taking a hands-on approach to management and successfully leading their organisations through difficult times.

“The trust deficit within large public sector organisations is a real concern. It may be tough in the face of severe budget cuts, on-going economic uncertainty and the continuous policy changes but without high levels of trust in leaders it will be very hard to execute the necessary changes successfully.

“Public sector leaders must embrace these challenges and reach out more directly to their staff and engage them and show they are driving forward change to create stronger and more effective organisations able to respond to the needs of our country.”

Latest news

Turning Workforce Data into Real Insight: A practical session for HR leaders

HR teams are being asked to deliver greater impact with fewer resources. This practical session is designed to help you move beyond instinct and start using workforce data to make faster, smarter decisions that drive real business results.

Bethany Cann of Specsavers

A working day balancing early talent strategy, university partnerships and family life at the international opticians retailer.

Workplace silence leaving staff afraid to raise mistakes

Almost half of UK workers feel unable to raise concerns or mistakes at work, with new research warning that workplace silence is damaging productivity.

Managers’ biggest fears? ‘Confrontation and redundancies’

Survey of UK managers reveals fear of confrontation and redundancies, with many lacking training to handle difficult workplace situations.
- Advertisement -

Mike Bond: Redefining talent – and prioritising the creative mindset

Not too long ago, the most prized CVs boasted MBAs, consulting pedigrees and an impressive record of traditional experience. Now, things are different.

UK loses ground in global remote work rankings

Connectivity gaps across the UK risk weakening the country’s appeal to remote workers and internationally mobile talent.

Must read

Using Mentorship to Improve the Employee Experience

Fostering face-to-face relationships with peers in one’s own company is crucial to improving career experiences for both the employee and the manager, as well as creating a culture of leadership.
- Advertisement -

You might also likeRELATED
Recommended to you

Exit mobile version