Ethical HRSummer SchoolPeople are ‘the greatest asset’ but they also make mistakes. HR share responsibility for recruiting, developing and promoting staff and rewarding the ‘right’ behaviours. As such, they can have a defining influence on the ethical culture which prevails in their organisation, including that of suppliers. If an employer is not socially responsible, inclusive or meritocratic; if its people cut corners or turn a blind eye, HR are accountable. This Summer School explores the influence of ethics on corporate culture and reputation and how HR can help. We also consider the ‘difficult conversations’ an HR professional will have. How do ethics affect decision-making and how do we reconcile our actions with our corporate and personal values?

£849 +VAT

including accomm

odation

and conference dinner

some discounts, including

team discounts, apply

Ashridge Business School 20–21 July 2017

eversheds-sutherland.com/training

SpeakersDr Wendy Hirsh Chair and Facilitator

Jane Ashcroft CBEChief Executive, Anchor

Jim BlighDirector, Public Affairs & Policy, Tata Consultancy Services

Neill Blundell Head of Criminal Investigations Group, Eversheds Sutherland

Emily CoxDirector of Public Affairs, Virgin Money plc

Professor Roger DelvesDean of Qualifications, Ashridge Business School

Dr Elizabeth David-BarrettSenior Lecturer in Politics, University of Sussex

Elizabeth GravesPartner, Employment Law, Eversheds Sutherland

Stefan SternManagement Writer/Commentator and Director of The High Pay Centre

Jo SwinsonDirector, Equal Power Consulting

Organisations do not make decisions people do, but corporate structures, culture and incentives influence their actions.* This Summer School provides different insights into ethical business practice and how HR must embed standards and develop the ‘right’ people to uphold values.

*BIS Ethical Business Regulation Report 2016

Who should attend?This course is aimed at ambitious HR and OD professionals who want to be more effective in their role. Each talk is intended to help you think about how people processes influence corporate values. Delegate questions and comments are encouraged. The more you put into this course, the more you will take away from it.

Presentations cover: — personal values and how we justify our actions

— public impatience with corporate behaviour: the views of government, regulators and business leaders

— carrot and stick approaches to compliance and enforcement

— case-study examples of the values and ethical cultures in three different employers

— senior leaders and HR: responsibility and courage

— people processes and the ‘right’ behaviours

Programme

Day one

10.00 registration and coffee; 10.30 start

How do we treat those who work for us? Dr Wendy Hirsh

— ethics in the employment relationship

— do we trust our people and do they trust us?

Ethical decision-makingRoger Delves

Different ethical approaches lead to different decisions when the same scenario is presented. Can we be ethical, and therefore make good decisions, yet still not agree about what choice is best?

Trust and transparency in businessStefan Stern

— corporate irresponsibility: including reward and working conditions

— influence of public opinion and media

— Government ‘crackdowns’?

Government and good practice Jo Swinson

How does Government influence corporate behaviour, and how might this change in future? This talk provides insight into how Government decides to regulate, and the increasing role of transparency requirements in the information age to drive business change.

Investigating corporate crime Neill Blundell

— HR in the front line: courage

— tougher penalties and prison

— reporting cultures: do you want to hear about wrong-doing from your employee, a journalist or the police?

19.00 drinks on the terrace followed by dinner

Ethical HRSummer School

Ashridge Business School 20–21 July 2017

Dr Wendy Hirsh Chair and FacilitatorWendy is a researcher and consultant in strategic people management. She helps employers to balance organisational and individual perspectives, link workforce development with business needs, and equip managers to have better career conversations. She is regularly voted among the top 10 HR thinkers in the UK. Wendy is Principal Associate at the Institute for Employment Studies and Visiting Professor at Kingston and Derby universities.

The conscience of the organisation?Jane Ashcroft CBE

‘Values’ are often used to express the way an organisation wants to behave. Jane’s talk covers her experience of the role of HR and leaders in modelling desired behaviours.

Ashridge Business School. The history of Ashridge dates back over seven hundred years. Henry VIII bequeathed Ashridge to the infant Princess Elizabeth, who lived there for eight years and was arrested there by Mary in 1554. Under the ownership of the Duke of Bridgewater the present building dates to the early 19th Century. Ashridge is one of the leading centres for executive education in the world and is consistently ranked as one of the world’s top business schools. ashridge.org.uk

Day two

09.00 start

The gap between compliance programmes and actual behaviour Dr Elizabeth David-Barrett

Companies often think they have addressed bribery risk with compliance programmes, and yet their organisational culture leaves them vulnerable to legal and reputational hazards. How can organisations better ‘enable’ employees to behave ethically and change underlying norms?

Accountable leaders by law Elizabeth Graves

— contractual terms and wrongdoing — codes of conduct and your values — consequences of inconsistent enforcement

‘Do the right thing’ – business dilemmas with moral dimensions (group discussion)Eversheds Sutherland

— case-studies covering termination, suspicion and confidentiality

Approximately 15.00 close

Speakers Jane Ashcroft CBE Chief ExecutiveJane joined Anchor from BUPA where she was Personnel Director. She was appointed Chief Executive of Anchor in 2010. She held HR and governance roles with Bromford Housing Group and Midlands Electricity plc. Anchor is England’s largest not-for-profit provider of housing and care for older people with over 40,000 customers and over 9,000 staff in over 1,000 locations.

Jim Bligh Director, Public Affairs & Policy Jim is responsible for Tata Consultancy Services’ relationship with government, industry and stakeholders in the UK and Europe. He provides strategic political and policy advice and is a member of TCS’ UK leadership team. He spent nearly a decade at the CBI, developing policy and lobbying governments on labour market, pensions, trade and public services.

Neill Blundell Head of Criminal Investigations GroupNeill recently helped a large engineering company with fraud in its African division and reviewed the anti-bribery measures of a Scandinavian company covering the Board and its workforce. He represented clients involved in the phone-hacking investigations.

Emily Cox Director of Public AffairsEmily co-wrote the Government report ‘Empowering Productivity: Harnessing the Talents of Women in Financial Services’ and she has been instrumental in encouraging companies to sign up to the HM Treasury, ‘Women in Finance Charter’. A qualified lawyer, she has extensive experience of corporate transactions, including Virgin Money’s IPO in 2014. She is a member of the Board of Gateshead College and she chairs the Remuneration Committee.

Professor Roger Delves Dean of QualificationsRoger’s special interests are understanding the roles of authenticity, emotional intelligence, ethics and integrity in leadership and in decision-making. He has taught for Hult and Ashridge in London, New York, San Francisco and Shanghai. Roger previously worked for an international advertising agency where he was a UK Board Director.

Dr Elizabeth David-Barrett Senior Lecturer in PoliticsLiz worked as a journalist writing for The Economist, FT and others. She also worked in political risk analysis for think-tanks. She spent four years at the Said Business School in Oxford. Liz is a member of the Advisory Board for Transparency International’s UK programme on corporate political engagement and Deputy Director of the Sussex Centre for the Study of Corruption.

Elizabeth Graves Partner, Employment LawElizabeth is skilled in handling employment issues in the context of regulatory investigations, whistleblowing and misuse of confidential information. She has worked in two global investment banks on secondment.

Stefan Stern Management Writer/CommentatorStefan is a writer on business, politics and management and visiting professor at Cass Business School. He spent four years as the Financial Times’ management columnist, stepping down in 2010 to become director of strategy at Edelman, the PR firm. He continues to write for the FT, the Guardian, and Management Today.

Jo Swinson DirectorJo was Employment Relations Minister at BIS, and Minister for Women, from 2012 to 2015. Jo oversaw changes in corporate reporting duties to include information on gender and human rights, and modern slavery in supply chains. She secured government support for mandatory gender pay gap reporting. Jo is Chair of the charity Maternity Action, and Chair of the CIPD Policy Forum.

Helen Rice-Birchall and Clare WardMembers of Eversheds Sutherland Employment TeamEversheds Sutherland run thousands of courses on developing better working practices. Lawyers who lead these courses will share what they have learnt from delegates and their client work. Helen also sits as an Employment Judge.

Optional yoga session at 07.00 on the lawn

‘Everyone better off’Emily Cox

The ambition to make ‘everyone better off’ sits at the heart of Virgin Money’s business and underpins the way they go about doing business, as well as the approach taken to create products and services for the future.

Responsible business and storytellingJim Bligh

“The community is not just another stakeholder in a business, but the very purpose of its existence.” (Jamsetji Tata) This case-study provides insight into the ethical culture at Tata which comprises more than 100 companies and over 750,000 employees.

Ethical HRAshridge Business School 20–21 July 2017

Two-day conference: £849 +VAT per delegate. Group discounts for HR teams are also available, enquire for details

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Booking conditionsIt is a condition of attendance that the course fee has been pre-paid. Your booking will be confirmed in writing within five working days of our receiving your completed booking form. If you do not receive confirmation within ten days, please telephone us on +44 113 200 4040.

Cancellation policyAny cancellation must be notified at least two weeks prior to the seminar date otherwise you will be charged for the place. Alternatively a substitute can attend at no extra cost.

Substitutions or cancellations If you are unable to attend, substitute delegates can be accepted at no charge.

All cancellations must be made in writing. Cancellations received two weeks before the course or less will not receive a refund. Transfers to another course are subject to a transfer fee.

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The course design and format (the fee includes dinner and accommodation)The conference will be held at Ashridge Business School. Day one will begin at 10.30 with a discussion of delegates’ objectives. Presentations will vary in style and format. There will be a mix of long and short sessions, including small group breakouts with light-touch facilitation. Day two will begin at 09.00, with reflections on the previous day, and conclude at around 15.00.

AccommodationAshridge’s high-quality accommodation is complemented by a range of sports and leisure facilities, which include a swimming pool, tennis courts, and a fitness and lifestyle centre. Alternatively, you might just like to walk, or run, through Ashridge’s 190 acres of gardens and the 5,000 acres of National Trust woodland which make up the Ashridge estate.

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