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By Narelle Davidson

Should compliance training be a box ticking exercise, or can it support a healthy compliance culture, by engaging employees and changing behaviour?

Compliance training is primarily to educate employees on the regulatory requirements of their job.  Compliance training also includes training in venue policy and procedure. Much compliance training is aimed to tick a box and prove to the regulator that the training has been provided and completed.

There is no denying compliance training is a difficult sell to employers and employees. The costs can be expensive, content is often dry, specific and low on creativity.

Should compliance training be both – box ticking and behaviour changing?

Yes, compliance training needs to tick the box, but it can achieve so much more when it is aligned to strategic business objectives.  This is difficult when training (like Responsible Service of Alcohol and Responsible Service of Gaming) is mandatory and must be delivered by an approved registered training organisation or trainer; however, choosing a training company that aligns to your business values is one way to encourage behaviour change.

Training such as; privacy, anti-bullying, harassment and discrimination, AML/CTF, and tobacco is another opportunity to promote your venues policy, values, attitudes and beliefs and work towards behaviour change.

The training program of the compliance framework is an important element to creating a healthy compliance culture and encouraging behaviour change. Take the time to consider these points:

  1. Training must add value. Keep the participants engaged. It is important to create current content that is relevant to the learner. People don’t want to sit through a training session and not learn anything. It is important to back up training with in-house or refresher courses or procedure training. Understand who the participants are and ensure that the language and content meets their needs. Use case studies, scenarios and practical exercises that reinforce the learning.
  2. Consider the frequency of delivery – too much is overload, too little is risky.  Allocate a budget, resources and time.   Take the opportunity to plan the program rather than provide ad hoc training that adds little to no value.
  3. If using external providers choose one who has a solid reputation for delivering compliance training that is fun, engaging, current, professional, practical and informed. Well researched content combined with solid practical experience can differentiate boring compliance training and trainers. Same said for internally delivered training.
  4. Consider how technology can make compliance training easier. Visuals are great. Technology can be utilised for delivery, training registers, reminders and, or record keeping.
  5. Above all the training program must be endorsed from the top down. Team leaders must not only participate in compliance training but understand it.       Training must be reinforced away from the training room and for this to be achieved management must understand how to implement and integrate what they have learnt into the business. Managers must lead by example and be capable to influence behaviour change.

“Education is not the learning of facts, but the training of the mind to think.”  Albert Einstein.

If you have got a little bit of time and want to read more, this article discusses compliance training in more detail http://charles-jennings.blogspot.com.au/2012/08/compliance-training-does-it-really-work.html

About narelle-davidson
Narelle Davidson has been involved in the hospitality industry for 20 years and has experience working with clubs and hotels in New South Wales & Queensland. Narelle has progressed through varying roles from front line customer service, gaming promotion co-ordination, self-employment, hotel management, training, consulting and compliance. In most recent years, Narelle has focussed on compliance programs and solutions for hospitality venues. With practical understanding of both NSW & Queensland legislative requirements Narelle is able to rationalise and provide the expertise required to facilitate effective regulatory and operational compliance frameworks. Narelle is a current member of the Governance, Risk and Compliance Institute (GRCI).