This week I interview Lindsay Evans, our resident legal guru, compliance product expert and office fashionista!
Lindsay sat down with me to discuss how our latest refresher training suite - Top-Ups, featuring me, Vin Weasel! - is breaking down assumptions around online compliance training.
Vin Weasel: Thanks for joining me, Lindsay! Let’s get right into it! Now, I heard that Top-Ups is ‘refresher training’. What do you mean by that? And is it a risk to take this approach for compliance training?
Lindsay Evans: Hi Vin. Well, refresher training offers shorter seat times while remaining legally sound. It’s intended to be paired with existing foundation training, and aims to embed behavioural change and make compliance second nature in your organisation’s culture.
Our refresher training uses adaptive technology to test learners’ knowledge at the start of each course. This technology then tailors the course to the learner, addressing their specific knowledge gaps. We’re excited about this approach because it meets our clients’ pain points, but is still endorsed as from a risk mitigation perspective.
Vin: Wow, the design seems so complex, yet it sounds so simple to use! Now, I know all about your foundation suites, because I looked them up here. So, how can organisations benefit from complementing them with refresher training?
Lindsay: Oh, great question, Vin! Legally, it’s recommended that workers complete foundation training at the start of their employment. They’d then be assigned the refresher training and foundation training in alternating years. Using the two in conjunction can help protect your organisation and mitigate as much risk as possible – while also adding some variety in content.
Vin: Now, it’s my understanding that Top-Ups gets a little bit playful with the law. That is, it covers some pretty serious topics but in a light-hearted way, without making light of them–
Lindsay: Oh let me just stop you there for a moment, Vin. It’s important to know that our compliance training is, first of all, compliant. And we haven’t compromised on that. The training is endorsed by the law firm Lander & Rogers – and of course we value that taking precedence for our clients. Our goal is to protect their business.
Vin: It’s great you have everyone’s best interests at heart, Lindsay! So, how do you feel about the design of Top-Ups steering away from traditional elearning approaches to compliance training? I mean the kind of training that puts the emphasis on the perpetrators, or on the consequences of breaches and inappropriate behaviour at work. It seems that Top-Ups is more focused on making positive behavioural changes.
Lindsay: That’s right, Vin. We’ve deliberately taken this approach because it’s possible to deliver training that genuinely engages workers, while cutting down on seat time and remaining compliant.
We believe that Top-Ups can help change workplace culture. Of course, compliance training needs to provide a robust defence in court, but we see it as a key priority to develop training that addresses behaviour so that – ideally – instances of bullying or sexual harassment don’t happen in the first place.
Vin: You’re so passionate about this! I’m so excited about shifting the focus to how we can make positive behavioural changes in our workplaces! So, do you have any advice for how to put our words into action? Or some ways we can actively minimise the risk of inappropriate behaviour occurring?
"We believe that Top-Ups can help
change workplace culture."
Lindsay: Yes, of course. Having clear and comprehensive policies in place is essential. They should set the tone for the culture of your organisation and specify which behaviours will not be tolerated.
It’s also crucial to implement these policies through training – but it doesn’t end there. Your leadership team must set the tone at the top by exemplifying the behaviours that are acceptable. This then needs to flow through management and to every worker. We want to emphasise this message: everyone has a role to play.
Vin: We sure do! But it’s sometimes the path of least resistance to simply be a bystander, isn’t it? So, how would you encourage witnesses of inappropriate workplace behaviour to step up and act?
Lindsay: Firstly, workers need to understand which behaviours are inappropriate and why. They then need to feel protected and encouraged by their organisation to speak up. This involves educating workers about how to come forward – and to whom.
Importantly, organisations must also explicitly communicate that when do workers speak up – about behaviour towards them or a co-worker – they will be protected and supported.
Lindsay: Thanks so much for giving us a little insight into how we can increase our awareness around preventing inappropriate behaviour in our workplaces, Lindsay.
Lindsay: Any time, Vin!