Making GRC part of everyday work: How to build a culture of governance, risk, and compliance
Most people hear "Governance, Risk, and Compliance" (GRC) and think of rules, policies, and audits.
But at its core, GRC is about how a company makes decisions, manages risks, and stays ethical. It’s not just about avoiding fines or passing audits—it’s about creating a workplace where people do the right thing because they understand why it matters.
So, how do you build a culture where GRC isn’t just a department’s job but something everyone naturally does? Let’s break it down into simple, practical steps.
1. Leaders set the example (Or No One Will Care)
Ever worked somewhere where the boss says one thing but does another? If leaders don’t take GRC seriously, employees won’t either.
A culture of compliance starts at the top, not with a policy document no one reads.
What Leaders Need to Do: Walk the talk – If managers cut corners, employees will too. If leaders follow policies, employees will see them as important.
Make GRC part of daily conversations – Bring it up in team meetings, not just when something goes wrong.
Recognise and reward ethical behavior – Not just when someone catches fraud, but also when they make a tough, ethical choice.
Be transparent about mistakes – If leaders admit failures and show how they fix them, employees will feel safe to do the same.
Employees are watching. If leaders take shortcuts, GRC won’t stand a chance.
2. Make GRC Part of Daily Work (Not Extra Work)
Most employees don’t wake up excited about compliance. They see it as extra work or, worse, a distraction from their real job. That’s a problem. The best way to get people engaged with GRC is to make it part of how they already work—not a separate checklist they have to complete.
How to Do That: Simplify policies – Nobody wants to read a 50-page manual. Make policies clear, short, and easy to follow.
Use real-world examples – Instead of “Follow our cybersecurity policy,” say, “If you get a suspicious email, here’s what to do.”
Automate compliance where possible – Instead of relying on people to remember deadlines, use systems that remind them automatically.
Make risk discussions part of decision-making – When launching a new project or product, teams should naturally ask: What could go wrong? How do we handle it?
When GRC fits into the way people already work, they’re more likely to follow it.
3. Train people in a way that actually sticks
If GRC training feels like a boring lecture, employees will forget it as soon as they walk out the door. Training needs to be engaging, relevant, and, most importantly, something people can actually apply in their jobs.
How to fix GRC training: Make it interactive – Use real-life case studies, short quizzes, or even role-playing exercises.
Use small, frequent learning moments – Nobody wants to sit through a three-hour compliance workshop. Try short, engaging videos or “quick tip” emails instead.
Customise training for different roles – What a sales rep needs to know about GRC is different from what the IT team needs.
Test understanding, not memorisation – Instead of asking, "What’s the policy on data security?" ask, "What would you do if you received a suspicious email?"
The goal is not to turn people into compliance experts—it’s to make them think before they act.
4. Create a culture where people speak up
One of the biggest GRC failures happens when employees see something wrong but say nothing—either because they don’t know how to report it, they think no one will care, or they’re afraid of retaliation. If people don’t feel safe speaking up, small issues turn into big scandals.
How to Build a Speak-Up Culture:
Make reporting easy – Have multiple reporting channels (hotlines, anonymous forms, open-door policies).
Show that reports lead to action – If employees report issues and nothing happens, they won’t bother again.
Protect whistleblowers – Make it clear that retaliation is not tolerated.
Encourage open conversations about mistakes – People should feel comfortable saying, “Hey, I think we might have a problem.”
A culture where people feel safe to speak up is a culture that prevents disasters before they happen.
5. GRC is everyone’s job, not just one department’s
A common mistake is thinking that only the compliance team is responsible for governance, risk, and compliance. The truth is, every employee—from interns to executives—plays a role.
How to make GRC everyone’s responsibility: Assign “GRC champions” in different departments – They can help reinforce key messages and answer team-specific questions.
Build GRC into performance reviews – Employees should be evaluated not just on results, but on how they achieve them.
Make risk-awareness part of decision-making – Before launching a new project or partnership, teams should naturally consider risks and compliance factors.
When GRC is seen as everyone’s job, employees take ownership rather than leaving it to a compliance officer in a distant office.
6. Reward good GRC behavior (not just punish mistakes)
Many companies only talk about GRC when something goes wrong. This creates a culture of fear, where employees see compliance as a trap to avoid rather than something positive. Instead of just focusing on punishment, organizations should recognize and reward employees who actively contribute to a strong GRC culture.
How to reinforce positive behaviour
Celebrate employees who make ethical choices – Share real stories in company meetings or newsletters.
Give small incentives for GRC engagement – Maybe a prize for the department with the highest compliance training completion rate?
Publicly acknowledge teams that successfully manage risks – Show that risk management is a sign of strength, not weakness.
People respond to recognition and incentives far better than threats of punishment.
7. Use technology to make GRC simple
Nobody likes dealing with manual paperwork, outdated systems, or complex approval processes. The more frustrating GRC feels, the less likely employees are to engage with it. Technology can make compliance easier, faster, and more natural to follow.
Ways Technology Can Help: Automate compliance checks – Instead of chasing employees to complete forms, use software that sends automatic reminders.
Make reporting risks simple – A mobile-friendly reporting system allows employees to raise concerns in real time.
Use dashboards for risk monitoring – Leaders should have real-time insights into risk and compliance trends.
When technology makes compliance easier, employees will naturally follow it.
Final Thoughts: GRC should feel natural, not forced
The goal isn’t to turn every employee into a GRC expert—it’s to create an environment where good governance, smart risk-taking, and ethical behavior happen naturally.
By leading by example, making GRC part of daily work, training people in the right way, encouraging open conversations, and using technology, organizations can create a culture where doing the right thing is just business as usual.
At the end of the day, a strong GRC culture doesn’t come from rules—it comes from people. And when people believe in it, they don’t just follow the rules; they uphold them.