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“I’m super excited, today is my annual compliance training!” ...Said no one ever (non-facetiously) — unless maybe they work as a compliance trainer.
Few corporate tasks elicit quite the same level of irritation — right up there with expense reports and annual self-evaluations — as required training. Employees don’t enjoy compliance training, not just because it’s often poorly executed (that’s a topic for another day), but because they don’t see the connection between the training, what they do and why they should care.
Employees roll their eyes and sigh when compliance training rolls around because it doesn’t feel connected to their day job. It’s something to slog through before getting back to the work they’re paid to do — the work they’re evaluated, measured and even bonused on. And while they’re stuck in training, the “real” work just piles up.
Compliance training is necessary — and a crucial element of any robust compliance program. In fact, I’d argue training is the answer to nearly every compliance issue. New policy? Training. New product? Training. New or changed regulation? Training. Complaint, remediation, misunderstanding? You guessed it — training.
Training demonstrates action to regulators. It shows growth, accountability and a willingness to improve. In many industries, compliance training isn’t just a best practice (a far more inspiring phrase than “necessary evil”) — it’s a regulatory requirement. I spent much of my career as a compliance officer in financial services, and in broker-dealer and investment advisory firms, “firm element” training is not optional.
Yet even with this importance, training still feels separate from the job. “Compliance is everyone’s responsibility” is a phrase employees have heard again and again. They get it — intellectually. But they still have a growing to-do list while you’re making them sit through another slide deck.
Our goal doesn’t have to be making everyone love compliance training — let’s be realistic. But we can do a better job connecting the dots and making it less of a chore.
Rethinking the what and how of compliance training
Before designing new training, ask: do we really need training? I know — I just said it’s the answer to everything. But legal and compliance teams often have a fixed idea of what training looks like. Thirty slides. Tiny text. Every relevant regulation stuffed onto a single slide — because “we need to show we delivered it all,” right?
Sometimes, yes. But consider linking out to regulations, using appendices or summarizing key takeaways. No one is going to memorize your training, but a referenceable takeaway or clear guidance on where to find more info can be gold.
If you have just a few key points, don’t bury them in a 45-minute PowerPoint. Not every concept needs the same weight or time. Think about alternative formats — FAQs, short videos, quizzes, posters, even emails. Rethink what counts as “training” to cut down hours and increase effectiveness.
I once saw a t-shirt that read, “This meeting could have been an email.” Ask yourself: could this compliance training be an email? Or a poster? Or literally anything other than another slide deck? If not, why not?
Each training should have a clear reason. Taking employees away from their core responsibilities shouldn’t be done lightly. Acknowledging the value of their time is, in itself, a bridge builder.
Also, don’t forget the “why.” Explain why the training matters. Compliance doesn’t create training just for fun (even if some of us enjoy it). There’s a driver behind it, and it has meaning. Include that meaning in your messaging.
Final Thoughts: Influence is your superpower
Tell your stakeholders why they should care — in a way they will care about. What resonates with legal and compliance doesn’t always resonate with sales, marketing, or ops. Years ago, I asked new compliance associates how they’d encourage stakeholders to follow a policy. One said, “You just tell them it’s the law.” Nope.
It’s not that people don’t care about the law. They just don’t see how it applies to them. So help them. Paint the picture. This is how you, in your specific role, fit in. This is why it matters.
Compliance officers rarely have the authority to compel. We lead through influence. But training — especially required training — is the one time we do have the mic. Don’t squander it.
To paraphrase Adam Sandler in The Wedding Singer: “Yeah, well, I have the microphone and you don’t, so you will listen to every word I say.” Don’t be that compliance trainer.
Use the mic wisely. Build bridges. Cut the slide count. And always, always explain the why.
Explore how Compliance Wave’s microlearning tools and advisory services from Spark Compliance (a Diligent Brand) can help you engage employees, reduce friction and drive better outcomes.
The author of this guest blog is not affiliated with Diligent nor do they represent any Diligent products or services.
