Powerpoint

Remedies for the ethical dilemma

Most of the recruiters are faced with this ethical dilemma and the urge to satisfy both sides. In most cases the recruiters tend to favour the organizations since they are the ones who are footing their bills. This leaves the candidate at a loss since he or she is left with a sour deal that was not what he or she was promised during the recruitment process. There need to be ways to remedy this dilemma in order to recruit fairly and make sure that no one is adversely impacted by the practices the recruiters follow (Garber, 2008).

One of the alternatives to the mentioned ethical dilemma is the establishment of rules and laws that govern recruitment of talent at a reasonable price. Organizations should establish their own guidelines that help in the recruitment of candidates. The written guidelines would help recruiters and HR personnel given the mandate by organizations to recruit for them clear ways of doing the right thing. Following the written guidelines the recruiter would be able to do the morally right thing in their recruitment of talent such that none of the both parties involved are adversely affected by the practice. The organisation can be able to save on cost without totally taking the candidates rights to a good pay and allowance according to the market, away from them. (Berberich & Trost, 2012).

Another alternative in which a recruiter and HR personnel can remedy the mentioned ethical dilemma is by learning and evaluating the situation they are presented with in order to come up with a solution that benefits all the stakeholders that are involved in the recruitment of the talent. The recruiters should put themselves in the shoes of all the stakeholders and learn all they can about the situation they are presented with. The recruiters should not take sides when it comes to recruiting talent at reasonable price. Both the organisation and the talented candidate all want the best deal for themselves so it’s the work of the recruiter to find a common ground where both these individuals can feel satisfied with the offer they are given. The recruiter should find out what each party has at stake in the process of the recruitment negotiation. With this information the recruiter can evaluate what his actions will do to each party and came up with a plan that will not adversely impact both parties (Wheeler & Clegg, 2005).

Explanation of the components in the plan and the implementation of the plan

The second alterative is the best in remedying the ethical dilemma of misrepresenting a job position to a candidate during recruitment. The second alternative whereby the recruiter puts himself in the shoes of all the stakeholders by evaluating and learning the situation in order to arrive at a fair and morally right solution is better of the two since it can apply under recruitment parameters. The implementation of this remedy starts with the recruiters learning all they can about the stakeholders involved. They can then use the information they get to list and evaluate their most likely course of action. This evaluation is done by choosing which action will be best, is fair, satisfies the recruiter’s duties, is best for the organisation as whole, and will treat every party with respect dignity and uphold the candidate’s rights. The action that is chosen is tested and questions on whose interests are satisfied and why are answered by stand up reasoning. If the decision passes this scrutiny then it is put into action and then follow up on the decision is conducted. The follow up looks to find out whether the results from the action taken are what the recruiter expected. It also finds out how the decision and action was accepted by the stakeholders involved and if they felt the decision was a good choice. At the end of implementation of this remedy the recruiter will have averted the ethical dilemma of misrepresenting the job position to the candidate. The recruiter will not have to misrepresent the job position since he will be in a position to tell the candidate what the organisation can afford in regards to hiring the candidate (Wheeler & Clegg, 2005).

Outline

Implementation of the solution to the ethical dilemma of how the job is represented to the candidate during recruitment of talent at a reasonable price

1. The recruiter learns about the recruitment situation he is presented with and puts himself in the shoes of all the stakeholders.

a. Indentify what your action will do to each stakeholder.

b. Find out what each stakeholder has at stake in the process of recruitment.

2. List your actions and then evaluate your most likely course of action.

a. Which action will be best for all stakeholders,

b. Which action will treat every party with respect dignity and uphold the candidate’s rights

c. Which action is fair and satisfies the recruiter’s duties.

d. Which action is best for the organization as whole and advances the values of the organization.

3. Make a decision on the action to take and test the viability of the action.

4. Make the finally decision on your action, act on it and then conduct a follow up on your decision (Wheeler & Clegg, 2005).

References

Steckerl, Shally. (2013) The Talent Sourcing And Recruitment Handbook. Print.

Garber, P. (2008). The ethical dilemma. Amherst, Mass.: HRD Press.

Berberich, M., & Trost, A. (2012). Employee referral programs. Norderstedt: Books on Demand.

Wheeler, K., & Clegg, E. (2005). The corporate university workbook. San Francisco, CA: Pfeiffer.