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Unternehmensleitbildern als wirtschaftsethische Herausforderung

192 In diesem Zusammenhang ist anzumerken, dass eine potentiell bedeutende Impli- kation für die Leitbild-Unternehmen in einer Novellierung ihrer größtenteils online durchgeführten Compliance-Trainings liegen könnte. Wie Karen Kroll (2014) postuliert, gibt es hinsichtlich dieser Compliance-Trainings große Herausforderungen bezüglich der Messung ihrer Wirksamkeit: „According to NAVEX Global’s 2014 Ethics and Compliance Training Benchmark Report, 71 percent of compliance training programs use online tools. They’re used more frequently than any other methods, including live training and print re- sources. (...) “Executives are asking if the training is valuable,” says Ingrid Fredeen, vice president of advisory services with NAVEX Global. (...) Just as organizations monitor business operations and make adjustments to boost performance, they need to monitor and adjust their compliance training programs, says Joan Meyer, chair of the North American compliance and investigations prac- tice at Baker McKenzie. The goal here, however, is to reduce risk. More compa- nies are going beyond the old method of putting out compliance training programs and just hoping they work. When asked about training trends they’re currently ap- plying or will apply, “measuring training effectiveness” came in second, just below “adding more course titles.” Fredeen says she’s noticed this shift in her conversa- tions with companies. “(...) At the same time, accurately determining effectiveness is tough. Indeed, 96 percent of participants in the report ranked it as a moderate or significant challenge - putting it ahead even of budgetary challenges. “It’s a hard, practical problem,” says David Guralnick, president of the International eLeaning Association. Ideally, compliance professionals would be able to measure how well employees understand the material and how their behavior changes as a result of the training. But in contrast to, say, answers on multiple choice quizzes, behavior changes can’t be easily quantified. Moreover, it’s always risky trying to connect a change in behavior to a specific course or class, since numerous factors influence how individuals act. As a result, few organizations appear to have mastered this. (...)“ (S. 48) Diese Pflichttrainings haben dazu beigetragen die Führungskräfte sehr stark für den juristisch relevanten Bereich zu sensibilisieren. Alle strafrechtlich sensiblen