Ethics of Recruiting and Selection
ETHICS OF RECRUITING AND SELECTION
Executives are often surprised to discover how many ethical dimensions exist in recruiting, probably because selection is typically viewed as a practical, rather than philosophical, decision-support system. Our experience has demonstrated that personal and corporate ethics influence not only who is selected, but how jobs are defined and who becomes a candidate. In the pages that follow, we will explore the implications of those (often subtle) ethical issues that impact every employment decision. We will highlight our belief that there is a moral imperative attached to the recruitment and selection process which can be stated as arriving at a decision which -- within the constraints of time, economics and the law -places the future of the candidate and that of the employer in the least possible jeopardy.
It is epitomized by choosing a candidate who will be challenged while succeeding and who contributes to the organization's goal attainment by adding uniquely to its fabric of talents.
Making an ethical personnel selection involves gathering and carefully analyzing all relevant data so that the decision is wisely drawn, balancing the short and long-term benefits -- as well as the liabilities -- which could accrue to the organization and the individual. To achieve such an optimal result requires thoughtful vigilance throughout the planning, sourcing, interviewing and referencing process.
INHERENT ETHICAL PROBLEMS
A variety of ethical dilemmas are inherent in every recruitment or selection decision.
Others are unique to the relationship between an executive recruiter and his or her client.
We will explore these issues with the belief that striving to act in the most ethical manner will best serve the organization and the individual and will result in sound management decisions as a natural by-product. The first section discusses those ethical issues which affect all recruiting and selection situations --
Executives are often surprised to discover how many ethical dimensions exist in recruiting, probably because selection is typically viewed as a practical, rather than philosophical, decision-support system. Our experience has demonstrated that personal and corporate ethics influence not only who is selected, but how jobs are defined and who becomes a candidate. In the pages that follow, we will explore the implications of those (often subtle) ethical issues that impact every employment decision. We will highlight our belief that there is a moral imperative attached to the recruitment and selection process which can be stated as arriving at a decision which -- within the constraints of time, economics and the law -places the future of the candidate and that of the employer in the least possible jeopardy.
It is epitomized by choosing a candidate who will be challenged while succeeding and who contributes to the organization's goal attainment by adding uniquely to its fabric of talents.
Making an ethical personnel selection involves gathering and carefully analyzing all relevant data so that the decision is wisely drawn, balancing the short and long-term benefits -- as well as the liabilities -- which could accrue to the organization and the individual. To achieve such an optimal result requires thoughtful vigilance throughout the planning, sourcing, interviewing and referencing process.
INHERENT ETHICAL PROBLEMS
A variety of ethical dilemmas are inherent in every recruitment or selection decision.
Others are unique to the relationship between an executive recruiter and his or her client.
We will explore these issues with the belief that striving to act in the most ethical manner will best serve the organization and the individual and will result in sound management decisions as a natural by-product. The first section discusses those ethical issues which affect all recruiting and selection situations --