Traditionally, HR has been viewed as
the gatekeeper for ethical standards.
But, to be an effective gatekeeper one must believe, hold to, and have
conviction to personal moral principles and to those outlined for the
culture. Warren Buffet once said that he
looked for three things when hiring an individual, “first is personal
integrity, the second is intelligence and the third is a high energy level”
(Duncan, 2006, p. 35). Buffet went on to
say, “But if you don’t have the first, the second two don’t matter” (Duncan, p.
35). Yet, we often don’t know an
individual’s ethical make up until they walk through fire.
The
nature of fire is that it does one of two things: refines or consumes us. HR professionals who become consumed by fire
are those who sir come to the fear associated with the need to succeed and to
show strategic value in HR programs and systems when they know it does not
exist. This presents great ethical
concerns especially in light of the fact that HR is the gatekeeper for
maintaining organizational ethics. The
biggest concern is the degradation of integrity within the department and the
organization. Once integrity is
compromised it establishes itself like a cancer throughout the
organization. It’s make up begins to
produce new norms and it produces a shift in the culture that was not
necessarily anticipated.
The
impact ethical compromises have is vast.
The compromise produces changes in decision making, how people interact
with one another, and of course, it has the power to determine success or
failure for people, departments and the organization. Although fear many times is the catalyst in a
person’s decision to make ethical compromises.
It is courage to do what is right that catapults individual
success. HR professionals who have the
courage to accurately assess the current state of affairs within the HR
Department and to offer solutions to resolve potential problems hold the
greatest opportunity to experience true success. This type of success is achieved first
through individuals who are courageous.
Courageous leaders are then able to walk through the refiner’s fire and
coming out the other side as leaders the workforce can follow and feel good
about.
