Like the adage "you can lead a horse to water but you can't make it drink," it's one thing to develop engaging training programs that are interactive, fun and full of energy. It's another to expect that a fun program in and of itself is going to draw the attention of busy employees and managers that have too much on their plates already.

The challenge of getting employees to take ethics training more seriously must be directed to the company's leadership. Employees and managers will take ethics training seriously only when they see that the lessons to be learned are expected of them by their supervisors, and that failure to not only attend, but embody the learning, will have negative consequences.

Ethics training is different than many other types of training. Ethics training is less skill-based and more focused on setting expectations of behavior that virtually all employees already know, but don't necessarily follow. Therefore, getting employees to take the training seriously is more a matter of understanding behavior change than a narrow application of adult learning theory.

There are two key factors that determine whether ethics training will be taken seriously: the level of support from the participants' direct supervisor and the support of peers in accepting the new behaviors.

Effective role modeling of expected behavior by managers is critical to getting employees to take their training seriously. What better way to get someone on board than by having a supervisor demonstrate expectations of how things need to get done.

But as social animals, we are greatly influenced by our peer group, however that may be defined in our work environment. No one likes to stick out, even if doing the right thing makes someone the "odd man out." Therefore, care must be taken to ensure that acting in accordance to the norms being conveyed in the ethics training becomes the expected standard. Through messaging in both formal and informal channels, organizations can shape peer support of desired behaviors. Once it becomes clear that not acting in accordance with the behavioral norm will make employees stand out, and that the lessons to be learned in the ethics training will help employees be part of the mainstream, they will certainly take ethics training more seriously.

DAVID GEBLER is the President of Working Values, Ltd., a Boston-based business ethics consulting and training development firm.  More articles by David Gebler

WORKING VALUES LTD. is a business ethics and training company. Through a variety of products and services, including Web-based compliance and ethics programs, on-site training, video and award-winning ethics games for employees, Working Values aims to align employee behavior with company values. For more information as to how Working Values can narrow your company's Behavior-Standards Gap, visit www.workingvalues.com or contact cgebler@workingvalues.com. For news on ethics in the workplace, visit SmartPros Ethics & Compliance.