Summary: By Adam Turteltaub<br> <br> London-based <a href="mailto:keith.g.read@btinternet.com">Keith Read</a> (<a href="https://www.linkedin.com/in/keith-read-7a33b4/">LinkedIn</a>) is a longtime member of the compliance community and author of the book <a href="https://www.amazon.com/UNCONVENTIONAL-COMPLIANCE-OFFICER-DIFFERENTLY-REPUTATION-ebook/dp/B0BMQPKCZC/ref=sr_1_1?crid=2HTJZDPK165G5&keywords=the+unconventional+compliance+officer&qid=1673605855&sprefix=unconventional+compliance%2Caps%2C311&sr=8-1">The Unconventional Compliance Officer: Doing Things Differently</a>. He laments the fact that compliance officers spend their time “pushing”, as he describes it: pushing training, reminders, policies and so forth. That, he believes, leads to compliance fatigue and pushback.<br> <br> Instead, he is an advocate for creating pull, where employees don’t see compliance as a chore but as an asset. In this podcast he outlines several intriguing practices he has used throughout the year to stimulate pull:<br> <br> * A compliance passport system to provide a more formal and valuable certification for employees of their achievement in meeting their compliance training requirements<br> * A competition to identify compliance and ethics issues, which exposed some genuinely real issues<br> * Creating “licensed professionals”. For example, by completing compliance training you are then licensed to perform your job. This helped identify gaps and tighten up the procurement process.<br> * Instead of just auditing third parties, providing them with a grade, similar to what is often done for health and safety ratings at restaurants. Vendors came to use good ratings as a badge of pride internally and to help them win additional business<br> <br> Listen in to learn more about these ideas and others that could stimulate new ways to think about your compliance and ethics program.
