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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 -- without regard to whether candidates are internally or externally generated. The second section will evaluate the ethics of recruiter/client relationships.
The Starting Point
Ethical behavior begins with the definition of position requirements. If it is unethical to place someone in a role where they will fall, thereby harming their career or jeopardizing the results of the organization, failing to adequately define the job and its requirements can be a breach of ethical behavior. If the requirements for success and the expectations for performance have been inadequately analyzed, the chances for an improper selection decision and moral injustice are heightened. This reinforces the practical concern recruiters have for thorough review of position requirements, credential parameters, organizational climate and its effect on the participants.
From a moral perspective, defining relevant experience is critical. Unnecessarily stringent requirements -- which exclude otherwise qualified individuals -- are clearly as defective on an ethical basis as are those which are set too low. Such unrealistic experience requirements were responsible for much of the federal legislation which now requires cumbersome statistical reporting of hiring practices.
Candidate Generation
Regardless of the method used to generate candidates -- be it through advertising, direct sourcing, or other means -- ethical boundaries clearly exist, particularly in how the organization and position are presented to the prospect. Any misrepresentation
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