【正文】 ntegrity as a business process。using earlywarning systems to stay ahead of global trends。providing timely, riskassessed training。and giving employees a voice.? CEO是否在全公司范圍內(nèi)制定了操守和業(yè)績(jī)并重的薪酬制度，且由公司領(lǐng)導(dǎo)層對(duì)此負(fù)責(zé)？舉例而言，CEO應(yīng)該做到：領(lǐng)導(dǎo)層始終如一地恪守職業(yè)操守，把操守和業(yè)績(jī)的結(jié)合當(dāng)作一項(xiàng)業(yè)務(wù)流程來(lái)管理，運(yùn)用預(yù)警系統(tǒng)搶先把握全球商業(yè)規(guī)范趨勢(shì)，及時(shí)提供道德風(fēng)險(xiǎn)評(píng)估培訓(xùn)，并保證員工的發(fā)言權(quán)。? Have the CEO and top managers implemented these principles through robust practices? If leaders don’t invest time, effort, and resources in embedding key integrity practices in business processes, “tone at the top” is just window dressing.(For examples, see the sidebar “The Practice of Performance with Integrity.”)? CEO和高管們是否在實(shí)踐中貫徹了這些原則？如果領(lǐng)導(dǎo)層沒(méi)有投入足夠的時(shí)間、精力和資源，將關(guān)鍵的操守原則落實(shí)到公司的業(yè)務(wù)流程中，那么所謂的“高層主張”就只不過(guò)是空口白話而已。（參見副欄“操守與業(yè)績(jī)并重的管理實(shí)踐”）? Has integrity permeated every aspect of the corporate culture? One vital tool for assessing that is an annual, anonymous employee survey across all businesses and regions that asks, “Isintegrity promised by business pressures?” and “Are the leaders’ verbal mitments to integrity reflected in action?” The board can also have outside HR experts periodically conduct 360degree assessments of the CEO and top executives that explore such questions.? 操守原則是否已滲透到公司文化的每個(gè)層面？一個(gè)重要的評(píng)估工具就是覆蓋公司所有業(yè)務(wù)及地區(qū)的員工匿名調(diào)查表，其中包括這些問(wèn)題：“操守原則是否會(huì)向商業(yè)壓力讓步？”“在恪守職業(yè)操守方面，領(lǐng)導(dǎo)是否言行一致？”董事會(huì)還可以定期邀請(qǐng)外部的人力資源管理專家，同樣就此類問(wèn)題對(duì)CEO和高管進(jìn)行360度評(píng)估。? Has the CEO met annual performancewithintegrity objectives set by the board? One example might be effectively handling a major miss or crisis—an environmental accident, a bribery case, or a financial restatement—and remedying the problem systematically after a candid analysis of its objective might be hiring leaders in emerging markets such as China, Russia, and India who are skilled in integrating performance and integrity.? CEO是否完成了董事會(huì)設(shè)定的操守和業(yè)績(jī)并重的目標(biāo)？比如說(shuō)，這個(gè)目標(biāo)是：CEO有效處理嚴(yán)重失誤或危機(jī)（如環(huán)境事故、賄賂案，或者財(cái)務(wù)造假），并且在對(duì)事件起因進(jìn)行坦誠(chéng)分析后，有條不紊地解決問(wèn)題。又比如：在新興市場(chǎng)（如中國(guó)、俄羅斯和印度）聘用善于兼顧操守與業(yè)績(jī)的領(lǐng)導(dǎo)者。? How do business divisions rate paratively? The board should look at how integrity practices differ among divisions and how the CEO deals with should also look at how the units rank against external peers.(This may require data from news or government reports or a parative audit by, say, a former regulatory official.)? 公司各事業(yè)部在職業(yè)操守方面的相對(duì)表現(xiàn)如何？董事會(huì)要觀察各事業(yè)部之間的操守差異，以及CEO是如何處理那些落后分部的。同時(shí)，董事會(huì)還要將這些事業(yè)部與公司外部的同行進(jìn)行比較。（這可能需要從新聞報(bào)道、政府報(bào)告或前監(jiān)管機(jī)構(gòu)官員的的比較審計(jì)資料中收集數(shù)據(jù)）The board’s standards for assessing pay for performance with integrity should also define a new set of “specs” in the pany’s CEO succession evaluating candidates, the board should ask: Do they possess the knowledge, experience, and skills to drive a robust performancewithintegrity culture deep into the pany’s global operations? The same specs should be used to evaluate the pensation of senior executives and set goals for leadership development ’s the best way to ensure that, over the long term, the pany’s top ranks are filled with managers who live by the principles and practices of performance withintegrity—and thus help the pany avoid debilitating risks and secure the trust that is vital to doing ，還應(yīng)制定一套新的CEO繼任“規(guī)范”。在考量候選人時(shí)，董事會(huì)應(yīng)該問(wèn)：他們的知識(shí)、經(jīng)驗(yàn)、能力是否有利于推動(dòng)操守和業(yè)績(jī)并重的健康企業(yè)文化，使之深入公司在全球的每一個(gè)經(jīng)營(yíng)機(jī)構(gòu)？另外，這套規(guī)范還應(yīng)當(dāng)運(yùn)用在高管薪酬評(píng)估，以及領(lǐng)導(dǎo)人培養(yǎng)項(xiàng)目的目標(biāo)設(shè)定中。長(zhǎng)期來(lái)看這也是確保公司高層堅(jiān)持操守和業(yè)績(jī)并重原則的最佳方式，有助于公司規(guī)避風(fēng)險(xiǎn)，獲取商界成功所必需的信任。The Practice of Performance with IntegrityHere’s a sample list of questions(greatly shortenedbecause of space limits)that will help boardsassess a CEO’s performancewithintegrity can be answered using tools likeprocess reviews and substantive audits andexternal outes(such as environmentalviolations or customer plaints).LeadershipDoes the CEO...never be promised to make the numbers?lapses?meetings?Business processesDoes the CEO...processes forpreventing, detecting, and responding to lapses in 操守與業(yè)績(jī)并重的管理實(shí)踐 下面列出的一份問(wèn)題清單樣本（限于篇幅，問(wèn)題數(shù)量已經(jīng)大大縮減），對(duì)董事會(huì)評(píng)估CEO兼顧操守與業(yè)績(jī)的實(shí)際行為會(huì)有所幫助。要找到這些問(wèn)題的答案，可以借助流程評(píng)估、獨(dú)立審計(jì)和外部影響（如環(huán)境損害或客戶投訴）等手段。領(lǐng)導(dǎo)力 CEO是否?? 告知組織上下，操守原則決不向像業(yè)績(jī)目標(biāo)讓步？ 不僅僅規(guī)范普通員工的操守，同時(shí)也約束高層領(lǐng)導(dǎo)的行為？ 定期在員工會(huì)議上處理有關(guān)操守的棘手問(wèn)題？ 業(yè)務(wù)流程 CEO是否?? 為員工恪守職業(yè)操守創(chuàng)造必要的基礎(chǔ)條件——設(shè)計(jì)流程用以防范、發(fā)現(xiàn)并處理公司各業(yè)務(wù)、各地區(qū)內(nèi)的不端行? municate to the organization that integrity must ? discipline generals, not just troops, for integrity ? address difficult integrity issues regularly at staff ? build a strong integrity infrastructure—all businesses and regions—and put A players in charge of it?? assess integrity needs realistically and provide adequate funding for those activities?? respond promptly to early warnings on trends in legal, ethical, and country risks?Giving employees a voiceDoes the CEO...? encourage reporting of financial, legal, and ethical concerns through a system that prevents retaliation?? ensure that concerns are investigated fairly and promptly, that trends are tracked, and that remedial action is taken if needed?為，并安排明星員工負(fù)責(zé)此項(xiàng)工作？ 現(xiàn)實(shí)地評(píng)估操守需求，并撥出足夠的經(jīng)費(fèi)予以支持？ 對(duì)法律風(fēng)險(xiǎn)、倫理風(fēng)險(xiǎn)和國(guó)家風(fēng)險(xiǎn)的變化提出預(yù)警，并及時(shí)應(yīng)對(duì)？ 讓員工有發(fā)言權(quán) CEO是否?? 鼓勵(lì)員工通過(guò)正式系統(tǒng)來(lái)報(bào)告財(cái)務(wù)問(wèn)題、法律問(wèn)題以及倫理問(wèn)題，同時(shí)防止員工因此遭受打擊報(bào)復(fù)？ 確保及時(shí)公正地研究問(wèn)題，跟蹤問(wèn)題的發(fā)展趨勢(shì)，并在必要時(shí)采取補(bǔ)救措施？