Most professionals in the workforce strive to grow and desire to feel like they are trusted and valued because of their talents, skills and contributions to the organization.
Trust is defined as “a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another”. It is vital to have a high level of trust that encourages discussion and exploration of new attributes like those that contribute to diversity, equity, and inclusion within an organization.
Each person experiences their own evolution of purpose in the workforce. Life changes, situations change and challenges change. Professionals follow a different path of career growth based on a multitude of factors and not everyone is ready for advances and changes at the same time in their career. In this regard, building trust between the employee and management is crucial to maintaining an environment of equity. Herein lies the tie to a strong diversity equity and inclusion program.
Most professionals in the workforce strive to grow and desire to feel like they are trusted and valued because of their talents, skills, and contributions to the organization. But the challenge for organizations is to develop a program that evolves with each individual employee. The program must be built upon as the employee transfers and advances throughout the organization. To execute this requires significant trust, transparency, and awareness in the organizations. Many experts indicate that when diversity practices and trust both exist in an organization, employee engagement increases. When engagement increases, inclusion increases.
Who Should Attend Chief Executive Officers, Senior Executive Management, Board Members, Compliance Professionals, Legal Professionals, and Audit professionals.
Field of Study: Behavioral Ethics
LSO: This program contains 1 hour and 21 minutes of EDI Professionalism Content.
Lynn Fountain has over 45 years of experience spanning public accounting, corporate accounting and consulting. 24 years of her experience has been working in the areas of internal and external auditing. She is a subject matter expert in multiple fields including internal audit, ethics, fraud evaluations, Sarbanes-Oxley, enterprise risk management, governance, financial management and compliance. Ms. Fountain has held two Chief Audit Executive positions for international companies. In 2011, as the Chief Audit Executive for an international construction/ engineering firm, she was involved in the active investigation of a joint venture fraud. The investigation included work with the FBI and ultimately led to indictment of the perpetrators and recovery of $13M. Ms. Fountain is currently engaged in her own training and consulting business and is a regular trainer for the AICPA. Ms. Fountain is the author of three separate technical books. “Raise the Red Flag – The Internal Auditors Guide to Fraud Evaluations” was published by the Institute of Internal Auditors Research Foundation. -“Leading The Internal Audit Function” and -“Ethics and The Internal Auditor Political Dilemma” were published by Taylor & Francis In addition Ms. Fountain was a contributing author to the certification program exam for the National Association of Accountants. She also has certificate programs on various on-line platforms. Ms. Fountain has performed as an adjunct instructor for the School of Business for Grantham University and developed the first internal audit curriculum for the School of Business at the University of Kansas. Ms. Fountain obtained her BSBA from Pittsburg State University and her MBA from Washburn University in Kansas. She has her CGMA, CRMA credentials and CPA certificate (non-active).
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